Table of contents
Managing Fragmented Pay Bargaining: Some UK Evidence
Janet WalshConventional wisdom is that decentralized bargaining, performancepay and individualized remuneration schemes enable managers to utilizehuman resources more effectively. Examines…
Economic Deregulation and General Managers: New Zealand’s Experience
R.T. Hamilton, S.R. Dakin, R.P. LoneyDraws on two surveys of New Zealand general managers – thefirst conducted in early 1984, the second at the end of 1991 – toassess the impact on managers of the substantial…
Management Assessment Centres as a Focus for Change
Yvonne Guerrier, Michael RileyDiscusses a case where an assessment centre programme played a keyrole in a process of management change in a county council socialservices department, responding to the…
Upward and Onward: Can Staff Appraise Their Managers?
Tom Redman, Ed SnapeUpward appraisal involves staff having a formal input into theirmanager’s or supervisor’s performance appraisal. Reviews the rationalefor the adoption of upward appraisal systems…
Employee Benefits for the Employer’s Benefit: How Companies Respond to Employee Stress
Sue Wheeler, Dawn LyonReports on the findings of a research study into organizationalresponses to employee stress, funded by the Universities FundingCouncil: 30 interviews, including three pilot…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton