Introduction There have recently been a number of articles arguing that the status of personnel management within the management hierarchy of many firms in Britain is increasing…
Abstract
Introduction There have recently been a number of articles arguing that the status of personnel management within the management hierarchy of many firms in Britain is increasing quite considerably. These articles have then gone on to discuss some of the general factors, such as the extensive programme of industrial relations legislation of the previous Labour Government, responsible for this change. However, beyond these fairly general statements on the status of personnel management our “hard evidence” on the subject is very much confined to single industry studies (i.e. engineering, chemicals) that have been almost solely concerned with the influence of one variable, that of establishment size, on the development of the personnel management function.
P.B. Beaumont, A.W.J. Thomson and M.B. Gregory
I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which…
Abstract
I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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The decade of the 1970s is widely regarded as one in which the personnel management function in Britain enjoyed substantial gains in authority and status within organisations…
Abstract
The decade of the 1970s is widely regarded as one in which the personnel management function in Britain enjoyed substantial gains in authority and status within organisations. These gains were typically attributed to three basic industrial relations developments, namely, the passage of a substantial volume of employment legislation, the sizeable increase in the overall union density of the work force (and associated structures and behaviour) and the movement away from multi‐employer industry‐level bargaining arrangements to single‐employer bargaining structures at the plant and company level. As evidence of such gains, reference can readily be made to a number of samples of personnel managers reporting a rise in their own status over this period. However, whether such self‐reported status improvements have been matched by, or reflected in, more objective tangible indicators of such change has been much less thoroughly investigated; certainly, one recent industry‐specific study found little evidence of such a relationship.
Three sets of environmental conditions favour the personnel function: tight labour market conditions, substantial government intervention in the employment relationship through…
Abstract
Three sets of environmental conditions favour the personnel function: tight labour market conditions, substantial government intervention in the employment relationship through legislation, a sizeable increase in the proportion of the workforce that is unionised. The presence of the latter two in the 1970s is thought to be the basis of the gains made during that period. The extent to which these gains were considerabe relative to other management functions and enough to ensure a sufficiently entrenched position which could not be subsequently undermined or cut back remains open to question. The latter should be considered in any study specifically concerned with the supposed current decline of the personnel function.
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Stephanie Grace Prost, Cynthia Golembeski, Vyjeyanthi S. Periyakoil, Jalayne Arias, Andrea K. Knittel, Jessica Ballin, Heather D. Oliver and Nguyen-Toan Tran
The targeted use of standardized outcome measures (SOMs) of mental health in research with older adults who are incarcerated promotes a common language that enables…
Abstract
Purpose
The targeted use of standardized outcome measures (SOMs) of mental health in research with older adults who are incarcerated promotes a common language that enables interdisciplinary dialogue, contributes to the identification of disparities and supports data harmonization and subsequent synthesis. This paper aims to provide researchers with rationale for using “gold-standard” measures used in research with community-dwelling older adults, reporting associated study sample psychometric indexes, and detailing alterations in the approach or measure.
Design/methodology/approach
The authors highlight the mental health of older adults who are incarcerated. They also discuss the benefits of SOMs in practice and research and then identify gold-standard measures of mental health used in research with community-dwelling older adults and measures used in research with older adults who are incarcerated. Finally, the authors provide several recommendations related to the use of SOMs of mental health in research with this population.
Findings
Depression, anxiety and post-traumatic stress disorder are common among older adults who are incarcerated. Researchers have used a variety of measures to capture these mental health problems, some parallel to those used with community-dwelling samples. However, a more targeted use of SOMs of mental health in research with this population will contribute to important strides in this burgeoning field.
Originality/value
This review offers several practical recommendations related to SOMs of mental health in research with older adults who are incarcerated to contribute to a rigorous evidence base and thus inform practice and potentially improve the health and well-being of this population.
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“Making redundancy redundant” — this may seem a strange title for a contribution written as high interest rates threaten a further spate of bankruptcies, closures and…
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“Making redundancy redundant” — this may seem a strange title for a contribution written as high interest rates threaten a further spate of bankruptcies, closures and redundancies. It is a sad commentary on the 1970s, however, that the new decade opens with the issue of redundancy dwarfed in significance by the overall prospect of deepening recession and worsening unemployment. The term “redundancy” first became fashionable as a way of describing labour made superfluous by the technological and market changes sustaining the slow but reasonably steady economic growth of the post‐war years. The term expressed a distinction between job losses and unemployment — between the sack and the dole queue — whose practical and ideological significance was rooted in economic growth and the associated high levels of employment. These conditions no longer pertain. Though the term itself may survive the conditions which gave it currency, it can be expected, as job losses lead more inexorably to the dole queue, to lose its peculiar resonance and acquire a less distinctive — if altogether more menacing — meaning. Redundancy may go out of fashion. It seems unlikely, for example, that the 1980s will produce a crop of redundancy studies comparable to those of the last two decades. At least in this — superficial — sense, redundancy may become redundant as a subject of academic enquiry or public debate.
Introduction In Britain, personnel management had its origins in welfare work at the turn of the century. This fact seems to have been a source of embarrassment to many personnel…
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Introduction In Britain, personnel management had its origins in welfare work at the turn of the century. This fact seems to have been a source of embarrassment to many personnel managers; in their view it contributed substantially to their “soft” image, long held by production and sales members of senior management. Certainly a number of academics have argued that the personnel function could only achieve a position of some authority and status in organisations when its activities had moved substantially beyond the welfare function. Accordingly, personnel managers must have heaved a sigh of relief when welfare work appeared to have largely faded from the scene from the 1950s. However, at least one article in the mid 1970s has argued that this retreat from welfare work was more apparent than real, and that the welfare role was in the process of being rediscovered.
This article utilises a large scale body of survey data to investigate the extent, and determinants, of managers' perceptions of the clarity of personnel objectives. The article…
Abstract
This article utilises a large scale body of survey data to investigate the extent, and determinants, of managers' perceptions of the clarity of personnel objectives. The article consists of five basic sections. In the first, we briefly review the reasons for examining this particular issue or question. Section Two indicates the nature of our sample data, with the framework of analysis being outlined in Section Three; the results, conclusions and suggestions for further research are presented in the remaining two sections.
Recent developments in alcohol policies provide tangible signs that major strands of personnel policy are beginning to merge (concern for welfare, corporate efficiency and joint…
Abstract
Recent developments in alcohol policies provide tangible signs that major strands of personnel policy are beginning to merge (concern for welfare, corporate efficiency and joint determination through collective agreement) as indicated by a survey of alcohol policies carried out in Britain.