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HUMAN RESOURCE MANAGEMENT AND THE AMERICAN DREAM*

HUMAN RESOURCE MANAGEMENT AND THE AMERICAN DREAM* INTRODUCTION The 1980s was a good decade for advocates of human resource management (HRM) in the UK. To managers it seemed to offer an attractive alternative to the jaded image of personnel management and the dated rhetoric of traditional industrial relations. Many academics welcomed it with equal enthusiasm, establishing new university chairs and courses in H R M and writing textbooks on the subject. Indeed, among academics, it offered new hope for those who had begun to despair of the long-term potential of industrial relations and personnel management as important academic subjects. The growth of H R M in the UK clearly owes something to the political, economic and business climate of the 1980s and the tendency during the decade to look to the United States as a model of good practice in all these fields. American multinationals have been to the forefront of HRM innovation in the UK (Purcell et a l . , 1987) and the leading advocates are all American. As we enter the 199Os, there are signs that in the UK the American model is losing its appeal as attention focuses to a greater extent on developments in Europe. This is therefore a good http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

HUMAN RESOURCE MANAGEMENT AND THE AMERICAN DREAM*

Guest, David E.
Journal of Management Studies , Volume 27 (4) – Jul 1, 1990
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References (22)

Publisher
Wiley
Copyright
Copyright © 1990 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1990.tb00253.x
Publisher site
See Article on Publisher Site

Abstract

INTRODUCTION The 1980s was a good decade for advocates of human resource management (HRM) in the UK. To managers it seemed to offer an attractive alternative to the jaded image of personnel management and the dated rhetoric of traditional industrial relations. Many academics welcomed it with equal enthusiasm, establishing new university chairs and courses in H R M and writing textbooks on the subject. Indeed, among academics, it offered new hope for those who had begun to despair of the long-term potential of industrial relations and personnel management as important academic subjects. The growth of H R M in the UK clearly owes something to the political, economic and business climate of the 1980s and the tendency during the decade to look to the United States as a model of good practice in all these fields. American multinationals have been to the forefront of HRM innovation in the UK (Purcell et a l . , 1987) and the leading advocates are all American. As we enter the 199Os, there are signs that in the UK the American model is losing its appeal as attention focuses to a greater extent on developments in Europe. This is therefore a good

Journal

Journal of Management Studies – Wiley

Published: Jul 1, 1990

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