... the broader literature (Aoki and Jackson, 2008 ; Deeg, 2009, 2010 ; Lane and Wood, 2009 ; Morgan, 2009). Matthew M. C. Allen can be contacted at: Matthew.allen@mbs.ac.uk © Emerald Group Publishing Limited 2011 Organizations Central and Eastern Europe Convergence Employee relations...

... importantly, the viability of the Government's long‐run economic and social objectives. Along with a sound strategy and strong financial position, the commitment of staff is a major factor in determining the future success of an organisation. Likewise the success of institutions of higher learning...

... (Hannon et al., 1995 ; Bartlett and Ghoshal, 1998 ; Tayeb, 1998). © MCB UP Limited 2003 Multinational companies Human resource management China Learning Organizations United Kingdom Multinational companies (MNCs) increasingly dominate the world's markets...

... system in general, and a quality‐driven HR performance evaluation in particular. © MCB UP Limited 2003 Total quality management Human resource management Performance appraisal United Kingdom Organizations A variety of human resource (HR) performance evaluation systems...

... concentrated on the relationship between employee and organization. Argues that it is, however, more multifarious. © MCB UP Limited 2001 The psychological contract was first employed by Argyris (1960) and subsequently by Levinson et al. (1962) and Schein (1978, 1980). More recently it has...

...Andrew Mair This article reviews Honda’s strategy to localize operations, organization and employment relations at Honda of the UK Manufacturing (HUM). The management literature describes Honda as an unusually un‐bureaucratic company where individual initiative thrives. However, the production...

... and processes, which may be in tension with the emphasis on flexible work practices and multi‐skilling within SHRM. Nevertheless there are also many parallels between the two approaches. Examples include a holistic organization‐wide perspective, a focus on team‐based work organization and mechanisms...

...Marie McHugh Organizations are being forced to contend with an increasingly diverse range of influential factors which have implications for their efficiency and effectiveness. Such factors are likely to create a cumulative spiral of pressures for organization members and render them susceptible...

...Colin Coulson‐Thomas Creating a more responsive organisation and securing flexible access to skill is becoming a critical success requirement. Large bureaucratic organisations are becoming aware of the vulnerability of size where it is not accompanied by responsiveness and flexibility. Skill...

...Mark A. Thomas A general introduction to the concept of a Human Resources Strategy with a practical framework for developing such an approach by focusing on four key elements – culture, organisation, people and systems. © MCB UP Limited 1990 Human asset accounting Strategy...