ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00678.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTThe authors challenge the view that the UK Conservative governments during the 1980s achieved important advances in industrial performance through the abandonment of corporatist policies that allowed management to regain the initiative and push through changes in work organization. The article takes issue with the idea that collective labour institutions necessarily impair economic efficiency, and it points up important connections between Thatcher's offensive against organized labour and the enduring weaknesses in human capital and technology.The article has three sections: the first examines labour markets and industrial relations; the second analyses government regulation; and the third assesses trends and prospects for the future, with emphasis on employment flexibility and labour productivity. The authors conclude with some comments on future prospects in the context of Britain's fuller integration in Europe.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00679.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTThe purpose of this article is to analyse the strategy of managerial professionalizatin through educational reform as it has been attempted in Britain during the course of the 1980s. This strategy‐whatever its internal contradictions and inherent weaknesses‐ is located within the longer‐term historical context in which British management has developed. In turn, this brief historical analysis is complemented by an assessment of the feasibility of the strategy of professionalization in relatin to some of the most recent work carried out on the sociology of the professions/expert knowledge. Finally, we discuss the broader implications of this analysis for current debates concerning the reality of managerial work and management culture, as well as the pedagogical principles and practices thought most appropriate to the latter‐that is, how managersoughtto be educated and de

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00680.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTMuch organizational restructuring, at least in the UK and USA, seeks to replace organizational regulation by that of the market. These developments centre around an emphasis on relations with customers ‐ the ‘sovereign consumer’‐ as a paradigm for effective forms of organizational relations; they are apparent in, and underpin, a wide variety of organizational developments: just‐in‐time, total quality management, culture change programmes.Understanding these developments requires consideration of the discourse of enterprise of which the culture of the (internal) customer constitutes a key element. Defining internal organizational relations ‘as if’they were customer/supplier relations means replacing bureaucratic regulation and stability with the constant uncertainties of the market, and thus requiring enterprise from employees. This discourse has fundamental implications for management attempts to define working practices and relations and, ultimately, has impact on the conduct and identities of employees.Understanding these developments is not possible if analysis remains at the level of the organization. It requires that organizational restructurings, and the discourse which supports them, be located within the social and political rationality of enterprise. The certainties of management, the conviction that environmental challenge and competitive threat must be met by the cult[ure] of the customer, are due to managements’largely unquestioned acceptance of the normality and perceived good sense of the discou

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00681.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTThe interrelations between the search for greater flexibility and the decentralization of industrial relations have received comparatively little attention. The developments within British Steel over the past decade indicate how these two developments can interact. Against a background of a stagnant market for steel, overcapacity, changing state attitudes towards the nationalized sector and a national steel strike, management at British Steel have used local agreements as a key vehicle for introducing widespread restructuring and changes in work organization. In particular, the tying of local bonus payments to achieved performance and to changes in work organization has enabled management to introduce fundamental changes to traditional work arrangements with little worker or union resistance.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00682.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTThis article provides an in‐depth case study of a UK mutual life insurance company with the pseudonym Pensco. The case is presented partly to illustrate some theoretical and empirical weaknesses within the managerialist literatures on human resource management (HRM), and in those academic critiques which perceive it to be all ‘hype’and no substance. Our concern is not with the questin of whether Pensco ‘fits’an HRM model, but with examining changes in management practice, their effects on the nature of management control and the growth of self‐discipline throughout the company's hierarchy. Focusing on two management techniques regarding the development of ‘team’spirit among company employees, we see these changes as coinciding with the emergence of a language, if not directly the practice, of HRM which has come to pervade management in this and other contemporar

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00683.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTEmployee relations in non‐union settings remain largely uninvestigated by industrial relations researchers. This article examines the management of employee relations in establishments in high technology industries in the Southeast of England ‐ a sector and locality frequently identified with high levels of non‐unionism. Moreover, high technology firms are frequently seen as exemplars of new human resource management techniques designed to substitute for unions. Our data from postal and interview surveys of 115 establishments suggests that HRM is only one, and by no means the dominant, approach to managing employee relations in high technology establish

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00684.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY