bluuebunny/crossref_metadata_2025 huggingface dataset:
A study of strategic HR issues in an Asian context
Authors: Khatri Naresh , Budhwar Pawan S.
Published: July 2002

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational‐level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple‐case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi‐structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.
What do we know about the incidence of group work (if anything)?
Authors: Benders Jos , Huijgen Fred , Pekruhl Ulrich
Published: July 2002

Whereas group work has been much discussed throughout the 1980s and 1990s, there are few statistical studies about its incidence. The available surveys have adopted a variety of methodological approaches. This paper discusses these studies to investigate two questions: Are there differences in the incidence of group work in different countries? Is its popularity indeed increasing?
From change novice to change expert
Authors: Doyle Mike
Published: July 2002

An increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering structures and cultures. This has led them to disperse change agency to a more diverse “cast of characters” with implications for the way change agents are managed in the future. Draws on the findings of an ongoing empirical study into the experiences of those managers and employees with responsibility for implementing and managing change. Examines the way in which they are trained and developed to make the transition from change “novice” to change “expert”. Identifies some of the psycho‐social stresses and traumas associated with managing change. Explores the level of organisational support afforded to those who find that change responsibilities are now a significant part of their professional or operational role. Concludes with a discussion of the theoretical and practical implications facing those who have responsibility for “managing the change managers”, with a particular focus on HR strategies and policies.
The United States’ Vietnam War: a selective annotated bibliography
Authors: Boscia Teri
Published: July 2002

Since the end of the United States’ Vietnam War and Indochina’s second war, little scholarly attention has been paid to a war that has so greatly affected the American public’s attitude towards politics, and their views towards their country’s management of foreign policy. Now that the USA has lifted trade embargos, and has normalized relations with Vietnam, many higher education institutions are offering additional courses about the Vietnam War. There are many perspectives of the war – civilian, military, political, French, North Vietnamese, South Vietnamese, and American – that need to be identified and acknowledged to fully understand and explain the involvement of the USA in Vietnam. This selective, annotated bibliography of print sources and Web sites is meant to provide guidance to academic libraries desiring to build a collection of resources.
Electronic reference and reference librarians: a look through the 1990s
Authors: Tenopir Carol
Published: July 2002

The decade of the 1990s has seen a great increase in the variety of electronic reference options in academic libraries. Surveys of ARL (Association of Research Libraries) academic members in 1991/92, 1994/95, and 1997/98 show that nearly all ARL libraries now provide online catalogs, CD‐ROM databases, and World Wide Web access. A majority also offer locally loaded and end‐user online databases. The biggest change this decade is the widespread embrace of the Web. Library use instruction is changing as well, as librarians report more time is being devoted to formal instruction, point‐of‐use instruction, and remote instruction. The focus of classes is now on search strategies and how to select databases.
Creating user‐centered instructions for novice end‐users
Authors: Nahl Diane
Published: July 2002

In response to the proliferation of information retrieval systems in academic libraries since the early 1980s, librarians have created many written search aids designed to help users learn how to search database systems. Written instructional material continues to increase in quantity and in importance with the rise of remote users and the advent of asynchronous distance learning. Since many users will have only written instructions to consult, it is crucial to determine the effectiveness of these materials. How useful are these instructions? Do people consult them? Do they help users make progress in their searches? There is a small but useful body of research on the effectiveness of both print and online search aids. This research points to the need to test materials on user groups. The findings from studies of novices using written instructions identify specific guidelines for creating effective materials.
Gender, part‐time employment and employee participation in Australian workplaces
Authors: Markey Raymond , Hodgkinson Ann , Kowalczyk Jo
Published: July 2002

The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.
A woman’s place is on the picket line
Authors: Jones Sandra
Published: July 2002

This paper argues that a new theory of community industrial relations is needed that recognises fewer boundaries between work and family. The theory needs to recognise a mutual exchange between the traditional “actors” in the industrial relationship (unions, employers and the government) and “interactors” in the community rather than continue to assume a separation between the external and internal industrial environment that has underpinned traditional industrial relations theory. More importantly the theory needs to be gender inclusive and recognise the important role played by women as a link between industrial actors and the community. The paper presents examples of community‐union activity to illustrate the reality of the decrease in separation between community and industrial parties. In so doing the paper draws on the experiences of female partners of male unionists in traditional male workplaces. The paper proposes a new gender inclusive model of community industrial relations. Based on this model the paper proposes a new theory of community industrial relations in which interchange occurs between the traditional industrial relations actors and various groups of interactors within the community within the broader social/cultural, economic, political, and legal environment, for mutual advantage of all parties. This theory is in its formative stage and this requires further testing before it can be claimed as a general theory.
The Rise of Single Table Bargaining in Britain
Authors: Gall Gregor
Published: July 2002

Over 80 companies and organizations have recently changed their
collective bargaining arrangements to introduce “single table
bargaining” (STB). This sharp rise follows on from only a small
number of companies introducing this change in the 1980s. Under STB all
the different unions and grades of workers, including manual and
non‐manual workers in the same company who had previously bargained
separately, are brought together into one bargaining unit. Linked to the
move to STB are changes in payment and conditions of work. Seeks to
examine the reasons for the growth in STB and the potential benefits and
disadvantages to the trade unions and their members as a result of the
changes arising from STB.
The impact of a TQM intervention on teamwork: a longitudinal
assessment
Authors: Coyle‐Shapiro Jackie
Published: July 2002

A longitudinal research design was used to investigate the effects
of a TQM intervention on teamwork in a manufacturing setting. Indicates
that TQM intervention did not have a significant direct effect on
teamwork. However, one aspect of the intervention, supervisory
reinforcement, had a significant indirect effect on teamwork through its
impact on changes in trust in colleagues. Overall, employee assess‐ment
of the intervention was found to be a better predictor of teamwork than
participation in the intervention per se.
Progress towards greater labour flexibility in Germany
Authors: Tüselmann Heinz‐Josef
Published: July 2002

Government and employers’ sources frequently emphasize that companies located in western Germany have traditionally been circumscribed in their pursuit of flexibility in staffing, working time arrangements and pay, due to the particular configuration of the German industrial relations system and labour market regulations. Examines to what extent recent deregulation and decentralization measures have actually enhanced the environment for greater labour flexibility. Then considers whether this has led to higher degrees of labour flexibility at the company level. The analysis of a number of key flexibility indicators reveals that, despite some significant broadening of the scope for greater labour flexibility since the late 1980s, companies seem, in general, not to have greatly altered their flexibility mix. In the light of the relatively high degree of functional flexibility in German firms, the pay‐offs from enhancing other forms of flexibility may be considered to be low.
Creating and replicating HRM on greenfield sites: rhetoric or reality?
Authors: Hallier Jerry , Leopold John
Published: July 2002

Greenfield sites have been seen as the most favourable setting for the adoption of human resource management (HRM). Presents a study of two greenfield employers’ attempts to introduce and maintain HRM philosophy and practices. Contrasts one management’s creation of HRM philosophy with another’s efforts to replicate its principles in a new unit. Describes and assesses these managements’ practices over the ten years since start up. Demonstrates that in the face of market pressures, greenfield managers are no more capable of maintaining soft‐version practices than their brownfield counterparts. Shows how these managers attempted to legitimize hard‐version practices by continuing to rely on language which reflected the humanistic principles of HRM. Concludes that without a radical reappraisal of management’s values, the long‐term aims of HRM will elude greenfield and brownfield sites alike.
Trade unions and human resource management in Britain: case study evidence from the public sector, utilities and manufacturing
Authors: Fairbrother Peter
Published: July 2002

Observes that there has been much discussion about human resource management (HRM) policies and packages and what their implications may be for trade unionism. Explores the impact of HRM policies and practices on trade unionism through a detailed three‐year case study examination in manufacturing, utilities and the civil service. Advances the argument that the way unions deal with HRM at a local level is varied and depends on the traditions and forms of union organization and practice in different sectors, although common to these packages is the attempt to individualize work relations and weaken the resources of collective worker power. Maintains that, in the context of considerable restructuring and job insecurity in the manufacturing sector, union responses have been largely reactive and muted, occasionally resulting in the emergence of debilitating union forms of “social partnership”. In contrast, HRM policies in the public sector and the utilities have been one part of a more profound restructuring in these sectors and unions have been faced with the problem of developing or revitalizing workplace forms of organization. Concludes by asserting that such developments place the question of the way unions organize and operate at a workplace level, in the context of individualized and consensual work relations firmly back on union agenda.
Chasing the rainbow: how seeking status through strategy misses the point for the personnel function
Authors: Torrington Derek , Hall Laura
Published: July 2002

Personnel functions are increasing their involvement in human resource strategy and decreasing their involvement in operational personnel issues. This is generally seen as being fundamental to the achievement of any of the visions of HRM as a change from personnel management and the consequent increase in the status and influence of the personnel function. The paper, based on ESRC‐funded research in 214 British businesses, questions the assumption that relying on strategic involvement, while “giving away” operational and technical personnel activities, will increase the influence of the personnel function.
“Something’s gotta give”: trade unions and the road to team working
Authors: McCabe Darren , Black John
Published: July 2002

Explores the role of trade unions in relation to team working. Asks the questions: are unions incompatible with team working and what are the implications for shop stewards of team working? Argues that moves towards team working are likely to be fragile because of political and power‐based tensions, within and without the employment relationship, which impinge on trade union responses to team working, and likewise impact on management’s ability to adopt a sustained approach towards team working. Consequently, in contrast to its unitarist ethos, team working is characterized by resistance, conflict, accommodation and contradiction. This is an attempt to highlight the complex, temporal and contested nature of team working.
Restructuring the employment relationship in Surrey County Council
Authors: Kessler Ian , Coyle Shapiro Jackie
Published: July 2002

This article looks at attempts made by a case study organization, Surrey County Council, to evaluate and restructure the employment relationship in the context of a range of financial, managerial and political pressures for change. The notion of the psychological contract is used to conduct this evaluation and restructuring. A survey eliciting the views of some 6,000 Surrey employees highlights major gaps in terms of what employees expect and receive from their employer as well as discrepencies in what employees feel they owe the employer and actually give. Consideration is given to how the authority has sought to address these concerns through a new deal with employees. The article provides insights into the contingent circumstances leading to changes in the employment relationship, information on the state of the psychological contract in local government and an illustrative case of how one local authority went about addressing employee concerns in the light of major constraints.
Employment flexibility and industrial relations arrangements at organisation level
Authors: Gunnigle Patrick , Turner Thomas , Morley Michael
Published: July 2002

This paper addresses the impact of institutional industrial relations arrangements at organisation level on the extent and pattern of utilisation of different forms of employment flexibility. In particular, it evaluates the extent to which factors such as union recognition, union density and union influence impact on the diffusion of different forms of flexibility in five European countries (Denmark, Germany, Ireland, Spain and the UK). In assessing the impact of institutional industrial arrangements at organisation level, this paper focuses on three particular types of employment flexibility: temporary working, fixed term contracts and job sharing. A number of hypotheses are identified to help explore the impact, if any, of unionisation, sector and country of origin on the extent of utilisation of both management and employee‐driven flexibility forms.
Unfair dismissal cases, disciplinary procedures, recruitment methods and management style
Authors: Goodman John , Earnshaw Jill , Marchington Mick , Harrison Robin
Published: July 2002

Summarises some findings from recent empirical research into the factors influencing the incidence of claims of unfair dismissal to industrial tribunals. Using a paired comparison case study method it focuses, primarily, on small businesses and small establishments, seeking to explore significant variations. These include the presence or absence of written disciplinary procedures, their mode of operation, content and meaning, and management style and consistency. Qualitative insights include the prevalence of informal first approaches to perceived employee shortcomings and the influence of overall employee assessment in selective disciplinary action. Contrary to earlier research in small businesses it finds little principled management opposition or resentment to the introduction of written disciplinary procedures, with managers highlighting the assistance they give to them when taking disciplinary action.
NHS pay determination and work re‐organisation
Authors: Bach Stephen
Published: July 2002

Examines the reform of NHS employment practices focusing on managerial attempts to alter pay and working practices within NHS Trusts. It draws on case study evidence to illustrate the difficulties that have confronted managers in making radical changes in employment practices. It is argued that, despite important changes in working practices, the possibilities for a more strategic approach towards the management of staff in the NHS remains heavily constrained by central government intervention which reduces management autonomy at Trust level. After considering the implications for NHS employment practices of the NHS reforms, case study evidence from an acute trust hospital of pay determination and work organisation reform is assessed. Concludes by placing these findings in a wider context, including the prospects for employment practice reform under a Labour government.
Modelling post‐acquisition employee behavior: typology and determining factors
Authors: Bourantas Dimitris , Nicandrou Irene I.
Published: July 2002

Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.
Correlates of job insecurity among recent business school graduates
Authors: Burke Ronald J.
Published: July 2002

Examines the relationship between perceived threats to job security, job insecurity, job satisfaction and intentions to quit among recent business school graduates. Most job insecurity research has considered longer tenured organizational employees. Anonymous questionnaires were completed by 217 respondents. LISREL analysis provided considerable support for the proposed research model. Perceived threats to job security had direct effects on insecurity and indirect effects on both job satisfaction and intent to quit through job insecurity.
Corporate strategy and the role of HRM: critical cases in oil and chemicals
Authors: Ritson Neil
Published: July 2002

Human Resource Management in the literature has been considered a second‐ or third‐order strategy largely related to implementation. Argues that the process of strategy formulation and evaluation has not been correctly conceptualised. The evidence that HR issues are fundamental to business is compelling at the level of unit labour costs, but whether they are fundamental to the strategy process has remained highly questionable. The paper suggests that a favourable HR environment has to be established before the various strategic choices can be analysed. Empirical research in two UK oil and chemical companies provides evidence that the effect of HR issues on corporate strategy is understated. The assumption of a top‐down, linear model of strategy formulation, whether positionally‐ or resource‐based, is questioned and an alternative conception is discussed.
Hotel and catering workers: class and unionisation
Authors: Piso Annemarie
Published: July 2002

A coherent theoretical class analysis of hotel and catering workers can provide a systematic means by which to explain the behaviour of these workers in reaction to their employment. By examining the class relations within this industry, the paper challenges the notion that hotel and catering workers are in any sense unique, but rather, suggests that the economic role that these workers serve is as much a function of capitalist relations of production as that of workers more commonly associated with high levels of unionisation. Though recognising that real structural barriers exist impeding union growth and leading to individualised forms of resistance among workers, the paper sets out to emphasise that the antagonistic industrial relations arising from the work situation of hotel and catering workers can at the same time provide a fertile ground for more collective forms of resistance thus laying the basis for higher levels of unionisation.
“Looking out of the black‐hole”
Authors: Dundon Tony , Grugulis Irena , Wilkinson Adrian
Published: July 2002

Using a single case study approach this paper provides empirical evidence about managerial practices in a small, non‐unionised firm which represents many of the features characteristic of the black‐hole of “no unions and no HRM”. The efficacy of recent union organising strategies is explored against the “context” of pleasant and unpleasant employee experiences, paternalistic management and labour and product markets. It is argued that the ideology of a “family culture” is a significant barrier to a new organising model of unionism. Consequently, the evidence supports the case that small family‐run firms can be exploitative and state support may be necessary to extend voice and collective representation.
National culture and high commitment management
Authors: Black Boyd
Published: July 2002

This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning the relationship between national culture and the take‐up of specific HCM practices are derived. Empirical results demonstrating the relationship between national culture and the take‐up of particular HCM practices across nine countries are presented. The paper further establishes that the adoption of certain individual HCM practices is more closely associated with superior employee performance in countries with certain cultural characteristics than in others. However, when HCM is implemented as a package of practices, it is found to be associated with superior employee performance across different cultural settings. The paper concludes that national culture plays an exogenous determining role in the adoption of HCM practices, with the result that the globalisation of HCM practices should be undertaken with sensitivity.
Developing opinions: the attitudes of ILS staff to continuing professional development
Authors: Doney Elizabeth
Published: July 2002

Reports a study which investigated the attitudes of information and library staff in two parts of the ILS sector, the business and the academic, to continuing professional development. Interviews were held with 17 ILS workers, including training/development staff. Experience of in‐house and external CPD activities, attitudes to professional organisations and CPD, views on CPD and career development, and on the Library Association’s Framework for Continuing Professional Development, were among the areas explored. Attitudes of staff to the introduction of a compulsory CPD scheme for the ILS sector were also investigated. The findings show that ILS staff have a considerable commitment to both the principles and practices of CPD. However, very few staff reported using the Library Association’s Framework for Continuing Professional Development, and levels of support for the idea of a compulsory scheme of CPD for the ILS sector were not high.
Participative management in academic library services
Authors: Oosthuizen Gerrida J. , du Toit Adeline S.A.
Published: July 2002

Participative management is based on the assumption that empowering people throughout the enterprise will result in a more responsive, more flexible, and ultimately more successful enterprise. Participative management is more than a willingness to share influence ‐ formal patterns of participation need to be truly implemented where employees have a right to contribute on all levels of decision‐making. The empirical survey showed that participative management is applied at academic information services in the Gauteng province of South Africa, but more so in low‐level decisions. This indicates that participation is still limited and controlled by management and is not yet experienced as a right by employees.
The truth is in the details, lessons in inter‐university library collaboration
Authors: Shepherd Murray , Gillham Virginia , Ridley Mike
Published: July 2002

Focuses on how successful collaboration has been achieved between three Canadian university libraries. The management recognised that there were cultural differences between the three library systems, and encouraged an open examination of values, personal systems and attitudes in order to prepare for the effects of change. Discusses the planning process and the lessons learned from the TriUniversity Group of Libraries collaboration.
Changing libraries: the impact of national policy on UK library services
Authors: Makin Louise , Craven Jenny
Published: July 2002

Libraries and information services are not static entities impervious to outside influences but are dynamic and may be affected by one, or a number of factors. Changes in policy, for example, may impact on library and information science and to illustrate this, three key areas have been selected. These are: the establishment of a computer network in the public library sector, the promotion of a culture of lifelong learning and the development of the hybrid library. These areas, although separate, can also be seen to be interrelated and factors which affect one sector may also impact on others. This paper considers how political, social and economic factors can be major drivers of change and thus impact on the profile of libraries so that they are recognised as a valuable resource by Government and other groups such as businesses, voluntary organisations and educational providers.
Unemployment, labour market deregulation and the “Third Way”
Authors: Green Roy , Wilson Andrew
Published: July 2002

Despite improved employment performance across the OECD in the late 1990s, unemployment remains a key issue for analysis and debate among policy makers. This paper outlines the experience and developing policy of “New Labour” in the UK, the philosophy of the “Third Way” associated with it and arguments advanced to persuade Australian policy makers to follow a similar course. In opposition to these attempts, the paper argues that “deregulation”, to the extent that it is associated with neoliberal ideology and incorporated also into the Third Way, is not suited to the Australian situation. The paper concludes with an analysis of the current interest in Third Way policies on the part of the Australian Labor Party, in particular the proposed introduction of “tax credits” for low‐paid workers. It suggests that this approach will compromise opposition to the strategy currently being pursued by the conservative Coalition Government, and will undermine the prospects of the Labor Party at the next election.
Contracting with a trade union leader interface
Authors: Skåtun John D.F.
Published: July 2002

Looks at a union model where a trade union leader represents union
members in dealing with the firm. The union leader is risk neutral and
derives his utility solely from the union fees. The employment level is
efficient, and equivalent to the contracts without a union leader, when
the unemployed receive severance pay and wages and employment is
included in the contract. In this case the outcome of the contract does
not depend on whether severance pay is paid by the firm or is as a
result of internal redistribution of income from employed to unemployed
members. In contrast with the efficient bargaining literature, less than
efficient levels of employment arise if severance pay is excluded. It is
in the interest of the union leader that the unemployed receive no
severance pay. This leads to a conflict of interest between the union
leader and the members of the union.
Employment gaps and work and career satisfactions of managerial and professional women
Authors: Burke Ronald J. , McKeen Carol A.
Published: July 2002

Examines the relationship of employment gaps to measures of work outcomes and emotional wellbeing. Data were collected from a diverse sample of 792 managerial and professional women using questionnaires completed anonymously. Managerial women with more employment gaps were older, more likely married, had more children if married, earned less income and worked fewer hours and extra hours per week. Women with more employment gaps also reported less job and career satisfaction, less job involvement and less optimistic career prospects. Employment gaps were not related to psychological wellbeing, however. Women reporting more employment gaps still earned less income and were less satisfied with their careers, when other factors were controlled.
Policy‐focused approach to manpower planning
Authors: Castley R.J.
Published: July 2002

Discusses the limitations of labour market analysis (LMA), which is widely advocated as a successor to conventional manpower planning. Argues the need for a more systematic approach within the framework of policy formulation and implementation. The proposed “policy‐focused” approach would overcome some of the problems associated with LMA, in particular its lack of a disciplinary framework and operational process.
Employment equity, affirmative action and managing diversity: assessing the differences
Authors: Agócs Carol , Burr Catherine
Published: July 2002

Affirmative action in the USA, and employment equity in Canada, are policy frameworks that have developed through the use of legislation, regulation and decisions by courts and administrative tribunals, as mechanisms for addressing discrimination in employment. Managing diversity, in contrast, is a voluntary initiative by corporate decision makers, at the level of the firm, in response to the growth of diversity in the workforce and marketplace. Provides a framework for comparing and assessing the three approaches and choosing between them.
An annotated bibliography of compressed workweeks
Authors: Hung Rudy
Published: July 2002

Explains that the idea of the compressed work week is already a familiar one and much has been written on the subject in trade and academic publications. Presents an annotated bibliography compiled from many years of research.
Planning for vocational education, training and employment: a minimalist approach
Authors: Godfrey Martin
Published: July 2002

This paper addresses the scope and content of planning for vocational education, training and employment in developing countries. Its premiss is that, since planning uses scarce resources, it should be engaged in as little as is necessary to maximize efficiency and economic growth. Although the premiss of the paper is the need to economize on scarce planning resources, minimalism will not necessarily mean less planning. Rather, planning will need to be better and, above all, more useful.
What motivates employees according to over 40 years of motivation surveys
Authors: Wiley Carolyn
Published: July 2002

Explores past and present attitudes of employees concerning work‐related motivational factors. Understanding the factors that employees consider motivating lends insight to the rewards to which they more positively respond. Compares the results of four motivation surveys conducted in 1946, 1980, 1986 and 1992. The comparisons reveal that employees’ motivational preferences vary over time. In addition, the results of the 1992 survey indicate that the factors that motivate today’s workers are more extrinsic than they used to be. Although employees differ on how they rank these factors, they overwhelmingly selected “good wages” as the top motivator. A good wage is an extrinsic reward with intrinsic potency. On the surface “good wages” seem to be purely extrinsic. Yet, at a deeper level, monetary rewards communicate what the company values and affect employees’ emotional and familial wellbeing.
The “petty pilfering of minutes” or what has happened to the length of the working day in Australia?
Authors: Heiler Kathryn
Published: July 2002

The acceleration of decentralised bargaining, the weakening of the award system and the erosion of the regulatory framework protecting hours of work is part of a new managerial offensive aimed at dismantling standardised working time and driving down costs. Under the guise of progressive “flexibility”, hard‐won protective standards and conditions around working time are being eroded and increasingly replaced with individualised arrangements all designed to intensify work. These new arrangements can be described as the “managerialisation” of working time, and are having profound implications for the duration and distribution of working hours, the scheduling of working hours and the pace of work. Significantly, the eight‐hour day seems a quaint phenomenon of the longer workday and in particular, the 12‐hour workday and the impact of decentralised bargaining.
Flexibility models: a critical analysis
Authors: Dyer Suzette
Published: July 2002

Mass production structures have been criticised as being too rigid to respond to increased global competition and to increasingly sophisticated consumers demanding differentiated products. Additionally, the job designs associated with mass production have been criticised for: deskilling workers leading to high worker dissatisfaction; rendering workers unable to make decisions about how they perform their jobs; and for creating a workforce that is not able to respond to the requirements associated with the demands of new work practices. Thus calls for increased flexibility at the organisation level have been made by employer and employee groups. Flexibility promises to provide the competitive edge needed in an increasingly global market; and employees with increased participation, more interesting jobs, stable employment, and better wages and work conditions. However, there still appear to be many unresolved issues relating to the flexibility debate.
Language ability, US labor market experience and the earnings of immigrants
Authors: Bellante Don , Kogut Carl A.
Published: July 2002

This study examines the effect of English language ability and time spent in the USA on the earnings of immigrants. Earnings are examined for immigrants of eight broad ancestry areas. Earnings are compared to native‐born Americans of the same ancestry. The study is limited to males between the ages of 25 and 64, using the 1990 US Census 1 percent Public Use Microdata Sample. Substantial differences are found across ancestry groups. Relative earnings slightly but significantly improve with each year spent in the USA. Relative earnings are positively and significantly affected by English language mastery, but the affects of language mastery and years spent in the USA do not appear to significantly reinforce each other.
Trade unions and the non‐payment of wages in Russia
Authors: Clarke Simon
Published: July 2002

In the absence of slavery, worker and employer enter into an enforceable contractual agreement whereby the former is regularly paid by the latter. The systematic non‐payment of wages in Russia is the most tangible manifestation of the absence of the rule of law in that country and represents a potent obstacle to the development of effective trade unionism. However, the wage issue has to be set in the context of the wider malaise of non‐payment which exists, and for which central government must bear primary responsibility. This paper explores the dilemmas which this situation presents to the union movement and seeks to address the questions of what can and should the unions do about the situation? Because of the depth of the crisis inflicted on the economy by “shock therapy”, the answers are not to be found in the bankruptcy courts. While not abrogating their union functions, the trade unions must seek the satisfaction of realisable political demands.
How strong is the case for targeting active labour market policies?
Authors: Fraser Neil
Published: July 2002

The article assembles efficiency and equity arguments for and against targeting the long‐term unemployed in active labour market policies (ALMP), and refers to evidence from applications to date. The theory and practices of ALMP differ somewhat between low and high unemployment countries. The approach taken in Sweden in the 1960s to 1980s is used to discuss low unemployment countries, and OECD analysis in the 1990s to represent theory for the high unemployment countries. Targeting the long‐term unemployed is specifically a policy for high unemployment countries, and depends particularly on effects on wage pressure. The article concludes by urging that equity arguments be considered as well as efficiency and by drawing attention to the form which targeting takes. Comments are made about Britain’s New Deal in relation to the form of targeting.
The leader relationship: building teamwork with and among employees
Authors: Tjosvold Dean , Wong Alfred S.H.
Published: July 2002

This paper argues that developing productive relationships is an essential capability of effective leaders. Research both in the East and the West has demonstrated that managers who develop effective relationships motivate and inspire employees to solve problems and perform effectively. It is widely recognized that leadership is a performing art, not an intellectual pursuit. Our argument, however, is that theory can guide leadership practice. Indeed, leaders can be credible by the consistent use of a theory to develop their relationships with individual employees and among employees. The particular ways that they apply the theory will depend upon the employees, the situation, and themselves. This paper first reviews the theory of cooperation and competition and then briefly summarizes research support. The second part of the paper explores major ways that managers and employees can apply the theory to develop productive work relationships.
Analyzing and realigning organizational culture
Authors: Buch Kimberly , Wetzel David K.
Published: July 2002

Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their “espoused” and “existing” organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how we attempt to translate the theory into personal mental models for those involved in the change process. Next, we describe an action‐oriented process we call “walkies and talkies” used for analyzing what Schein refers to as artifacts and espoused values. Finally, we present a range of change initiatives that may be used if the culture analysis reveals any misalignments – “tune‐ups” are actions that can be taken during the analysis or immediately thereafter. “Re‐builds” are intermediate actions that take one to six months to complete. “Replacements” are longer‐term interventions requiring significant investments of time and resources, and represent change at its deepest level.
Evaluating Graduate Development:
Authors: Arnold John , Mackenzie Davey Kate
Published: July 2002

The Graduate Development Project involved a close examination of
graduate development in eight UK‐based companies over a three‐year
period. Questionnaire data were obtained from a total of 1,189 graduates
in the first few years of their careers, and 677 of their managers. The
latter stages of the project involved company‐specific development work
of various kinds. Key findings are reported concerning graduates′
experiences, attitudes and self‐rated competences. These are compared
and contrasted with their managers′ views. Differences between
companies, and between graduates at different stages of early career,
are examined. The graduate experiences which most powerfully influence
outcomes such as organizational commitment are identified. The impact of
the project on the management of graduate development is discussed.
Politics and power in organizations
Authors: Mann Sandi
Published: July 2002

Discusses reasons for women not reaching the same level of achievement as their male counterparts. Details a number of ways in which power is biased in favour of men and identifies a number of sources of power in organizations. Gives women′s views of organizational politics suggesting that they fail to recognize the importance of political competence. Outlines a number of strategies women can adopt to develop political skills. Argues that men must recognize it is in the interests of the organization to allow women to advance to top management positions.
The influence of corporate headquarters on leadership styles in
Japanese and US subsidiary companies
Authors: Kustin Richard , Jones Robert
Published: July 2002

Uses a questionnaire survey sent to CEOs of US and Japanese
subsidiaries located in North America to assess the amount of influence
exerted on such companies by corporate headquarters and the effect of
this influence on leadership styles of subsidiary management. US
subsidiaries are found to be insignificantly influenced by their parent
companies and to practise a professional style of leadership. However,
Japanese subsidiaries are found to be significantly influenced by
overseas parent companies and to practise a corporate style of
leadership (when the CEO is Japan‐educated) and a professional style of
leadership (when the CEO is US‐educated). These findings reinforce the
perceived link between leadership style and cultural upbringing and
education.
Conceptualizing the dynamics of organizations: foundations for situational analysis
Authors: Todeva Emanuela
Published: July 2002

Complexity of the organizations has created an immense diversity of approaches for research and consultancy. Based on a review of previous work, proposes a new theoretical model for organizational analysis which examines three levels of organizational consultancy. The first level is the level of business organization. The second level focuses on the internal management and organization of resources. The third level examines the individuals and the human behaviour at work. Presents the situational analysis in organization as an evaluation procedure allowing in‐depth analysis of problems in work situations. The ultimate goal of this procedure is to enable consultants to map out the key elements for evaluation in work situations and to test existing relationships between different factors considered in organizational re‐design. The proposed methodology has been developed as part of a consultancy project based on participant observation and conducted by the author in Bulgaria in 1988.
A third cheer for empowerment? In search of a framework
Authors: Collins David
Published: July 2002

Building on the arguments of an earlier paper which argued that “empowerment” and repression may go hand‐in‐hand, argues that the study of empowerment at work has been ripped from its contextual setting. Argues that studies of empowerment, if they are to be meaningful theoretically and useful practically, must locate and embed “empowering” initiatives within the wider context of their creation and propagation. Analysing institutions of industrial and civil decision making, concludes by making suggestions for the (re)development of empowerment in Britain.
A culture of conflict
Authors: Lewis Dianne S. , French Erica , Steane Peter
Published: July 2002

The effects of culture on the performance of an organization depend, not on the strength of the overall culture, but on the mix and weightings of the components of that culture. An example is the component of conflict, which may be a healthy incentive for action and competition when present in some forms and degrees, but can be damaging when it becomes the culture’s dominant feature and its existence is not acknowledged. Research theory in the management of non‐profits emphasizes the need for consonance and deplores the existence of conflict; however, research shows that some community organizations do not fit the model presented in the literature and that conflict does exist in these organizations and can cripple their ability to function in goal‐setting, staffing, the conduct of meetings, problem solving and decision making, the identification and utilization of individual skills, and writing submissions for government funding. Uses the example of a small, non‐profit organization, which works in an environment where there is a need for unity, but where conflict between the volunteers and paid workers, and among the volunteers themselves, had become the over‐riding consideration in all decision making and was paralysing the organization.
Selecting expatriate managers: key traits and competencies
Authors: Jordan Joe , Cartwright Sue
Published: July 2002

Selecting expatriate managers for an international assignment has been hindered not just by a lack of empirical studies testing construct predictors, but more importantly, by a lack of clearly defined traits and competencies that can, in the first place, be introduced as construct predictors of success. This lack of clarity is largely owing to small variations in semantic differences in describing success factors rather than any conceptual differences in the factors themselves. This review article makes the distinction between stable personality factors, and core behavioural competencies in the development of construct predictors based on recurrent themes within the literature. Three personality attributes of low neuroticism, moderate extroversion, and high openness to experience, and four core expatriate competencies of relational ability, cultural sensitivity, linguistic skill, and ability to handle stress, are identified as crucial selector variables over and above factors typically taken into account in a domestic selection decision.