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  • 1
    Electronic Resource
    Electronic Resource
    The use of cycles? explaining employee involvement in the 1990s (1992)
    Oxford, UK : Blackwell Publishing Ltd
    Industrial relations journal 23 (1992), S. 0 
    Details
    ISSN: 1468-2338
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Drawing on evidence from twenty-five case studies from different sectors and parts of the country, the authors challenge Ramsay's influential ‘cycles of control’ theory of participation as a managerial response to industrial relations pressures from below. Through a series of ‘ideal type’ scenarios, they indicate the range of management motives behind the new ‘wave’ of employee involvement schemes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1468-2338.1992.tb00650.x
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  • 2
    Electronic Resource
    Electronic Resource
    ‘The Rise and Fall of TQM’: the Vision, Meaning and Operation of Change (1998)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Industrial relations journal 29 (1998), S. 0 
    Details
    ISSN: 1468-2338
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The vision of TQM promises unity, teamworking, autonomy and empowerment. This article explores how this vision was contradicted by organisational restructuring and the hierarchical imposition of redundancies and contingent employment insecurity in a medium sized bank. As a result it was found that the meaning and legitimacy of TQM for both employees and many managers was called into question.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1468-2338.00076
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  • 3
    Electronic Resource
    Electronic Resource
    The Role of Shocks in Employee Turnover (2004)
    Oxford, UK : Blackwell Publishing
    British journal of management 15 (2004), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper reports the findings from a recent study of nurse leavers at eight large hospitals in the National Health Service (NHS) of England and Wales. The study develops and extends an influential theory of employee turnover by describing how for some leavers a single, jarring event or shock triggers the decision to quit. By elaborating on the nature of shocks for this sample of 352 nurse leavers, the paper allows for improved understanding of nursing turnover and thus offers an example of relevant management research. The analysis of shock illustrates how conventional research methodologies can lead to a distorted picture of turnover. This has wider implications, both for any organization wishing to manage turnover effectively and for future research. The paper adds to the limited body of empirical analysis on actual leavers, thereby contributing to an ongoing methodological debate concerning the use of proxy variables. By highlighting flaws in the dominant methodology used to study turnover, the paper offers an example of management research that is also rigorous, and thus ‘pragmatic’.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8551.2004.00423.x
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  • 4
    Electronic Resource
    Electronic Resource
    Practices and Practicalities In Human Resource Management1 (1996)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 6 (1996), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: A wide-ranging research project covering change and its implementation in 27 companies provides the opportunity for the authors of this article to reassess the meaning and significance of HRM. They suggest that ‘it is too simple to dismiss HRM as “old wine in new bottles”.’ Rather, they find important changes taking place. But the true significance of HRM, they suggest, lies not in the fact that its practice actually does resolve underlying tensions but rather in its capacity to ‘manage’ these by ‘reducing, suppressing and glossing’ them. HRM itself is an outcome of the tensions in the employment relationship and, perhaps not surprisingly therefore, it continues to express them. the article ends with suggestions for future research.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1996.tb00397.x
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  • 5
    Electronic Resource
    Electronic Resource
    Tqm: Instant Pudding For the Personnel Function? (1994)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 5 (1994), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Adrian Wilkinson and Mick Marchington, who are Lecturer and Senior Lecturer in Industrial Relations at the Manchester School of Management, consider the long-running debate about the role of the personnel function and, in particular, the argument that line managers are now taking the lead in the development of HR initiatives. They argue that this debate obscures the reality of organisational diversity and that a more fruitful line of enquiry is to focus on the different roles which personnel practitioners may play. They stress the diversity and multiplicity of personnel contributions in the development of TQM initiatives uncovered in their recent case study research, and suggest that there is perhaps a more optimistic future for the personnel function than implied elsewhere.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1994.tb00358.x
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  • 6
    Electronic Resource
    Electronic Resource
    TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT (1992)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 2 (1992), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Adrian Wilkinson and his colleagues discuss the growing importance of quality management in the UK, outline the basic principles of TQM, and examine its implications for employee involvement. They suggest that there are contradictions between the ‘hard’ and ‘soft’ sides of TQM. This can be exemplified in the relationship between TQM and employee involvement which has not been fully explored. Drawing on a major programme of research on employee involvement, three cases are analysed. They argue that the links between TQM and employee involvement are more complex than the TQM literature would have us believe and there are tensions between employee involvement and TQM. Finally, there is a wider discussion of the subject which analyses a number of constraints on the implementation of TQM in the UK.Adrian Wilkinson, Mick Marchington and John Goodman are respectively Lecturer, Senior Lecturer and Professor in the School of Management at the University of Manchester Institute of Science and Technology. Peter Ackers is a Lecturer at Loughborough University Business School.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1992.tb00263.x
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  • 7
    Electronic Resource
    Electronic Resource
    Human Resource Management In Building Societies: Making the Transformation? (1993)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 3 (1993), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Ed Snape, Tom Redman and Adrian Wilkinson examine the implications of the changing competitive environment for the management of staff in building societies. In particular, they draw on the results of a detailed case study to discuss attempts to introduce policies and practices associated with ‘HRM’. the conclusion is that the competitive pressures which led to the demand for these policies and practices may also make their successful implementation especially dificult.Ed Snape is a Lecturer in the Department of Human Resource Management at the University of Strathclyde, Tom Redman a Lecturer at Teesside Business School, and Adrian Wilkinson a Lecturer at the Manchester School of Management (UMIST).
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1993.tb00315.x
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  • 8
    Electronic Resource
    Electronic Resource
    Cashing In On Quality? Pay Incentives and the Quality Culture (1996)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 6 (1996), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In this article, the authors explore the relationship between total quality management (TQM) and financial incentives in British manufacturing industry. In particular, they examine the view of some of the most influential quality management ‘gurus’ that there is an incompatibility between incentive pay and TQM. Drawing on survey and case study evidence, they show that TQM is being implemented in the presence of financial incentives. Furthermore, those organisations which had such incentives did not appear to have less success in implementing TQM. On the basis of the evidence presented, the authors conclude that it is not possible to rule out a role for financial incentives in implementing TQM, although incentives are only likely to form one element in a broader implementation strategy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1996.tb00415.x
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  • 9
    Electronic Resource
    Electronic Resource
    Changing employment practices in UK banking: case studies (1997)
    Bingley : Emerald
    Personnel review 26 (1997), S. 24-42 
    Details
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents and discusses findings from a major study of changing employment practices in UK banking. Uses case studies to explore different patterns of reaction to a fast and radically changing business environment. Addresses important questions including the nature of the changes to human resource management practices, the extent and depth of these changes and, most importantly, the degree to which the different banks are following similar or divergent paths. Offers explanations for the findings under each of these headings.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00483489710157779
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  • 10
    Electronic Resource
    Electronic Resource
    Wish you were here: managing absence (2002)
    Bingley : Emerald
    Personnel review 31 (2002), S. 228-246 
    Details
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Management texts abound on how to develop effective techniques to manage absence, but what actually happens in practice? Aims to shed light on how organisations try to cope with the "problem". Examines the practices of seven companies from three sectors (financial services, retail, and manufacturing) and has drawn upon the views and opinions of personnel practitioners, line managers, occupational health advisers as well as employees themselves. Focuses on how organisations are addressing the issue of absence and the organisational factors which make up the day-to-day policing of absence levels. Three themes are relevant to the context of this study. First, when is absence perceived to be a problem? Second, how do companies manage absence and do line managers view the management of absence as being within the remit of their responsibilities? Finally, the issue of negotiated discipline is considered. How are rules applied in practice?
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00483480210416883
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