"The book successfully raises conceptual, theoretical, and some practical issues key to management practice, human resource management, and trade unionism. For the critical practitioner and the student of human resources the book advances many notable arguments."
--International Journal of Career Management
"So well does the book succeed that the reader is left wondering who set this hare running and why are we all chasing it? . . . The book is well researched, well illustrated, and thought provoking. As such, it is a welcome antidote to the grossly hyped popular literature and the less critical academic treatments of the subject."
--The Times Higher
Has the rhetoric of human resource management (HRM) outstripped the reality? Are the various contradictions of an HRM perspective conceptually and practically sustainable? Drawing on a rich vein of case study material, this volume examines the emergence of HRM, its core assumptions and dimensions, the extent to which it represents a coherent strategy for employee management, and the contexts and conditions under which it will tend to prevail as a preferred approach. The contributors address such vital topics as HRM and competitive success; issues and contradictions in HRM approaches to flexibility; decentralization; "reward management;" supervision; such production systems as "Just-in-Time" manufacturing and new technology; HRM and trade unions; and, HRM rhetoric as the management of managerial meaning.
Peter Turnbull and Paul Blyton
PART ONE: THE EMERGENCE OF HRM
Human Resource Management, Competition and Strategy
Rick Delbridge and Peter Turnbull
Human Resource Maximization
PART TWO: DIMENSIONS OF HRM
Organization Culture and Human Resource Management
Graham Sewell and Barry Wilkinson
Empowerment or Emasculation? Shop Floor Surveillance in a Total Quality Organization
Paul Blyton and Jonathan Morris
HRM and the Limits of Flexibility
Ian Kirkpatrick, Annette Davies and Nick Oliver
`Locating the Line'
Reward Management and HRM
Caroline Lloyd and Mike Rawlinson
New Technology and Human Resource Management
PART THREE: MANAGEMENT, UNIONS AND HRM
Michael Poole and Roger Mansfield
Managers' Attitudes to Human Resource Management
Miguel Martinez Lucio and Syd Weston
Human Resource Management and Trade Union Responses
PART FOUR: A NEW FORM OF MANAGEMENT PRACTICE?
Tom Keenoy and Peter Anthony
Paul Blyton and Peter Turnbull