Experiencing HRM: The importance of the inside story
As contemporary organizations attempt to become more competitive by responding to rapid discontinuities in their environments they are increasingly likely to be embarking on programmes of profound organizational change. In seeking to orchestrate such change, organizations have not been without offer...
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| Main Authors: | , , |
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| Format: | text |
| Language: | English |
| Published: |
Institutional Knowledge at Singapore Management University
1998
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/6344 |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | As contemporary organizations attempt to become more competitive by responding to rapid discontinuities in their environments they are increasingly likely to be embarking on programmes of profound organizational change. In seeking to orchestrate such change, organizations have not been without offers of assistance. The last two decades have been littered with a steady stream of apparently highly attractive suggestions for remodelling businesses which cluster under the general banner of human resource management (HRM). These have included quality circles, theory Z, delayering, total quality management (TQM), corporate culture, excellence, lean production, business process re-engineering (BPR), the learning organization, and so forth. |
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