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R. Beatty, Glenn Mcevoy, M. Beer, B. Spector, P. Lawrence, D. Mills, R. Walton (1984)
Managing Human Assets
S. Tyson (1987)
THE MANAGEMENT OF THE PERSONNEL FUNCTIONJournal of Management Studies, 24
S. Hill, P. Edwards (1989)
Managing the FactoryBritish Journal of Sociology, 40
David Brody, T. Kochan, H. Katz, R. Mckersie (1988)
The Transformation of American Industrial RelationsIndustrial & Labor Relations Review, 41
D. Guest (1991)
Personnel Management: The End of Orthodoxy?British Journal of Industrial Relations, 29
K. Legge (1975)
Authority, Ambiguity and Adaptation: The Personnel Specialist's DilemmaIndustrial Relations Journal, 6
G. Thomason (1991)
The Management of PersonnelManagement Decision
K. Legge (1988)
Personnel Management in Recession and Recovery: A Comparative Analysis of What the Surveys SayPersonnel Review, 17
M. Armstrong (1987)
A Handbook of Human Resource Management
P. Anthony (1990)
The Paradox of the Management of Culture or ″He Who Leads is Lost″Personnel Review, 19
D. Guest (1987)
HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]Journal of Management Studies, 24
A. Pettigrew, C. Hendry (1987)
Banking on HRM to respond to change
J. Cullinane (1970)
Human Resource Management: A Critical AnalysisLabour, Employment and Work in New Zealand
Ken Kamoche (1991)
Human Resource Management: A Multiparadigmatic AnalysisPersonnel Review, 20
P. Sparrow, A. Pettigrew (1987)
Britain's Training Problem: TheSearch for a Strategic Human Resource Management Approach
C. Hendry, A. Pettigrew (1986)
The Practice of Strategic Human Resource ManagementPersonnel Review, 15
A. Pettigrew, C. Hendry, P. Sparrow (1988)
Changing Patterns of Human Resource Management
C. Fombrun, N. Tichy, Mary Devanna (1984)
Strategic Human Resource Management
Paradoxically, the emergence of Human ResourceManagement HRM represents both a challengeand an opportunity to the practice of personnelmanagement. Conventional personnel managementis being outmoded to be superseded by anapproach to employees which seemingly promisesto put people issues at the centre of strategicdecision making. The debate about HRM hasbeen confused and confusing because it has failedto clearly identify the distinctive forms ofmanagement as well as personnel practiceto which the term HRM has been applied. Thisconfusion only serves to mask the important moralissues HRM poses for personnel practitioners.
Personnel Review – Emerald Publishing
Published: Feb 1, 1990
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