Oxford Handbook of Human Resource Management

Keenoy, T., ( 1990 ). ‘HRM: A Case of the Wolf in Sheep’s Clothing?’Personnel Review, 19 / 2 : 3 9. Kochan, T., and Osterman,P.( ...

Salancik, G., and Pfeffer,J.( 1978 ). ‘A Social Information Processing Approach to Job Attitude and Task Design.’Administrative ...

chapter 8 ...................................................................................................................... ...

One problem with such engagement is that HRM is not a homogeneous body of scholarship. The most obvious distinction is between t ...

to work and employment. This is because in an environment where employee skills and commitment are central to organizational suc ...

relations between capital and labor are ones of ‘structured antagonism’ (Edwards 1990 ), capital, in order to constantly revolut ...

setting out the systemic features of the capitalist labor process that shape and constrain those relations’ (Thompson and Newsom ...

LPT had already anticipated the idea of a shift to soft(er) controls. Burawoy ( 1985 ) argued that modern production regimes com ...

compliance in the face of adverse conditions for employees created by corporate restructuring and change programs (Cooper 1995 ; ...

Within these studies we can identify a second proposition—the extension of controlsinto new territories. Not only are new contro ...

organization contribute to superior organizational performance in terms of meas- ures such as labor productivity and turnover (H ...

As noted earlier, it is common in HRM literature toassumethat performance gains from new forms of work organization accrue by vi ...

illustrate causal processes in some of the instances which have been identiWed by the former. It may also be the case that in so ...

human assets—the skills, knowledge, and attitudes of employees—become the crucial competitive advantage. In this context, the do ...

contrary to HRM forecasts, an emergent ‘de-knowledging’ of theWrm (Littler and Innes 2003 ). 1 Alternative Propositions ...

It might be argued that these trends conWrm an upskilling trajectory, albeit by a diVerent, non-technological route. But an expa ...

particular changes in economic and social context. These consist of either the general argument of a paradigm break from some sp ...

how it should be researched, while at the same time the practice of HRM remains ambiguous and variable. This means that managers ...

Danford,A.( 1998 ).Japanese Management Techniques and British Workers. London: Mansell. Deal, T., and Kennedy,A.( 1999 ).The New ...

Harley, B., and Hardy,C.( 2004 ). ‘Firing Blanks? An Analysis of Discursive Struggle in HRM.’Journal of Management Studies, 41 / ...