摘要:

Sharon Parker, Sean Mullarkely and Paul Jackson, who are researchers in the MRC/ESRC Social and Applied Pyschology Unit at the University of Sheffield, draw on detailed case study evidence to consider the substantial changes to the shop floor roles entailed in high involvement work organisations. They argue that specification of the performance requirements of such roles will facilitate employees taking on appropriate behaviours, reduce role confusion, and enable consistency in human resource practices. They discuss the use of repertory grids to explore the models of effective performance held by production managers and derive nine critical dimensions of shop floor employee performance from the analysis. These contain specific behavioural examples and are grouped around four higher‐order dimensions: ‘process ownership’, ‘social skills’, ‘personal style’, and loss prevention’. These dimensions form the basis of a broader specification of the skills, knowledge and general orientations required by shopfloor employees in high in

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00342.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Alice Lam, who is Lecturer in Human Resource Management and Industrial Relations in the Canterbury Business School at the University of Kent, examines how the organisation of technical work affects the utilisation and skills development of engineers. Evidence is drawn from a detailed investigation of the roles and career experience of some 60 Japanese and 55 British engineers in the electronics industries. the analysis highlights the importance of effective on‐the‐job learning for engineers and the need to view the structure of work organisation as one main determinant of skill formation. the author argues the inappropriate work organisation in the British firms has led to poor utilisation of the skills of engineers. This has caused low motivation and inhibited the innovative performance of fi

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00343.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Geoffrey Broad, who is Lecturer in Comparative Industrial Relations in the Department of Business and Management Studies, University of Salford, reports on his detailed longitudinal study of the views of British and Japanese managers introducing a ‘high‐involvement management’(HIM) strategy in a Japanese electronics plant in Wales. He suggest that the formal arrangements for activating such a strategy – extensive information sharing, team briefing, consultation and quality improvement teams – raised fundamental issues for power sharing and control between the two groups, as well as having significant implications for shop floor relations. In particular, the employee involvement actively encouraged by Japanese managers contrasted markedly with the preferred ‘traditional’ prerogatives of the British managers. In the circumstances, he challenges the popular stereotype of ‘Japanisation’ and points to a range of implications for management development in

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00344.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Mark Stuart, who is a Research Fellow in the School of Business and Economic Studies at the University of Leeds, discusses the issues and problems of formulating and implementing training policy within specific industries. He presents an investigation of the Recruitment, Training and Retraining Agreement covering the UK printing industry and, as well as identifying the intrinsic strengths and weaknesses of such joint managementtrade union initiatives, considers the detailed impact at workplace level.

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00345.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Anthony Ferner, who is Principal Research Fellow in the Industrial Relations Research Unit at the University of Warwick, uses a wide range of literature and recent empirical research to examine the consequences for HRM of central facets of multinational companies – corporate structure and strategy, country of operation and country of origin. How, for example, do they impact on the degree of cross‐national coordination of human resource policies? Are there distinct ‘national’ cultures that infuse these policies? How does ‘corporate culture’ interact with national management cultures of ‘host’ countries? In considering the implications of the discussion for a future research agenda, he emphasises the need to redress the overwhelming concentration in the existing literature on US and Jap

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00346.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Books review in this article:Human Resource Management and Technical Change, Jon Clark (Ed)

ISSN:0954-5395    

DOI:10.1111/j.1748-8583.1994.tb00347.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY