| Description |
1 online resource (435 pages) |
| Contents |
Half Title; Title Page; Copyright Page; Dedication; Contents; List of figures; List of tables; Preface; Acknowledgements; Section I Context; 1 Introduction; What does the future hold for work and workers?; Who will be the 'winners' and the 'losers' in the brave new world of work?; Organizational effectiveness; What contributes to organizational effectiveness?; How people contribute to business success; What is HRM's role with respect to improving organizational effectiveness?; Using HR influence; Looking back to look forward; Looking through a critical lens; Mainstream theory |
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Critical management theoryTheoretical approach; Braverman and Sennett as points of departure; Richard Sennett and the 'work culture' of 'new capitalism'; Psychological contract; Increasing confluence of theory; Conclusion; Note; 2 Key concepts and theories; Structuration theory; Scientific management; The 'degradation' of work; Work as commodity; Performativity; Alienation; Psychological contract; Social and psychological contracts; Who speaks for the organization?; Psychological contract fulfilment or breach; The psychological career contract; The 'new deal' |
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New capitalism as 'discourse driven'Conclusion; 3 A neo-liberal landscape; Introduction; Monopoly capitalism; Corporate capitalism; A turbulent period; Neo-liberalism; Capitalist expansion; Organizational effectiveness and shareholder value; Globalization; The decline of collective employee voice; The emergence of HRM; Managerialism; New public management; Managerial state?; The pursuit of flexibility; The 1990s; 2000s; 'Untamed' capitalism; The knowledge economy; A high-skill economy?; Technology as a management tool; Commoditization and 'digital Taylorism' |
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The wider consequences of neo-liberalismConclusion; 4 The new work culture; Developments in the UK employment context (1997-2006); Changing structures; Flexibilization; Redundancies; Growing industrial relations tensions; The challenges of change; Do more with less; Confusion; Technology; Transformation of work through technology; Decline in job quality; The long-hours culture; Blurring of work/home boundaries; Discussion; The new work climate; Loss of trust; 'War for talent'/volatile labour market; New roles and skills; Fifteen years on, (how) have things changed?; Change continues |
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Cost restrictionsLack of resources and control; Lack of clarity; Stress is still prevalent; Ability to cope?; A better work-life balance; Conclusion; Notes; Section II Managerialism and HRM; 5 The HRM 'project'; Human resource management; The emergence of HRM; HR's own change journey; Mainstream HRM-P research; Variants on high HRM-P theory; High-performance work systems; Best practice or best fit?; 'Hard' and 'soft' HRM; High-commitment HRM; High-involvement HRM; Does HRM really deliver performance?; Critical management and CHRM perspectives; Emphasis on the socio-political context |
| Notes |
Reality versus rhetoric |
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Print version record |
| Subject |
Manpower planning.
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Strategic planning.
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Personnel management.
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Organizational effectiveness.
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Personnel Management
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Manpower planning
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Organizational effectiveness
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Personnel management
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Strategic planning
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| Form |
Electronic book
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| ISBN |
9781317808848 |
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1317808843 |
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