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Ian McLoughlin, Stephen Gourlay (1992)
ENTERPRISE WITHOUT UNIONS: THE MANAGEMENT OF EMPLOYEE RELATIONS IN NON‐UNION FIRMSJournal of Management Studies, 29
D. Guest (1987)
HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]Journal of Management Studies, 24
K. Sisson (1993)
In Search of HRMBritish Journal of Industrial Relations, 31
R. Miles, C. Snow (1984)
Designing strategic human resources systemsOrganizational Dynamics, 13
J. Purcell, A. Gray (1986)
CORPORATE PERSONNEL DEPARTMENTS AND THE MANAGEMENT OF INDUSTRIAL RELATIONS: TWO CASE STUDIES IN AMBIGUITYJournal of Management Studies, 23
Purcell Purcell (1987)
Mapping Management Styles in Employee RelationsJournal of Management Studies, 23
David Guest, who is Professor of Occupational Psychology at Birkbeck College, and Kim Hoque, who is Research Officer in the Centre for Economic Performance at the London School of Economics and Political Science, draw on a postal survey of nearly 350 new establishments to consider their propensity to unionise, to adopt practices associated with HRM, and to deliver a number of performance outcomes. Key findings are that not only were there examples of the ‘good’, the ‘bad’ and the ‘ugly’ so far as practice generally was concerned, but also that those establishments which used HRM practices extensively tended to report better results in terms of a number of both employee relations and performance outcomes.
Human Resource Management Journal – Wiley
Published: Sep 1, 1994
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