A Handbook of Human Resource Management Practice

and treating the former as organizational commitment and the latter as job engage- ment. Many people are more committed to their ...

the extent to which the outcomes are irrevocable, and the degree to which the person undertakes the action voluntarily. Commitme ...

are treated, jobs are designed and organizations are managed. He believes that the aim should be to develop ‘mutuality’, a state ...

However, values concerned with performance, quality, service, equal opportunity and innovation are not necessarily wrong because ...

philosophy, often embedded in a published statement, that acknowledges the legiti- mate claims of a company’s multiple stakehold ...

● Strategic level: supportive business strategies; top management value commitment; –effective voice for HR in strategy making ...

Developing ownership A sense of belonging is enhanced if there is a feeling of ‘ownership’ among employees, not just in the lite ...

Quality of line management – 62 per cent. Recognition of contribution – 56 per cent. Leadership: visibility and confidence – 55 ...

showing willingness to listen to the comments and suggestions made by employees during processes of consultation and participati ...

282 ❚ Organizational behaviour ● autonomy– the freedom and independence the job holder has, including discre- tion to make decis ...

How organizations function BASIC CONSIDERATIONS The two factors that determine how an organization functions in relation to its ...

The bureaucratic model The bureaucratic model of organization as described by Perrow (1980) is a way of expressing how organizat ...

and creating conditions that will reconcile these needs so that members of the organization can work together for its success an ...

The contingency school The contingency school consists of writers such as Burns and Stalker (1961), Woodward (1965) and Lawrence ...

Mintzberg(1983b) analysed organizations into five broad types or configurations: ● simple structures, which are dominated by the ...

The shamrock organization consists of three elements: 1) the core workers (the central leaf of the shamrock) – professionals, te ...

Organization charts are vertical in their nature and therefore misrepresent reality. They do not give any indication of the hori ...

personnel, legal and engineering to provide services to the divisions and, impor- tantly, to exercise a degree of functional con ...

The process-based organization Aprocess-based organization is one in which the focus is on horizontal processes that cut across ...

ORGANIZATIONAL PROCESSES The structure of an organization as described in an organization chart does not give any real indicatio ...