Personnel Review: Volume 31 Issue 4

Retaining and motivating employees: Compensation preferences in Hong Kong and China

Randy K. Chiu, Vivienne Wai‐Mei Luk, Thomas Li‐Ping Tang

This paper reports two studies involving data collected from 583 participants in Hong Kong and 121 participants in the People’s Republic of China (PRC), and examines the most…

The power of “talk” in HRM‐based change

Helen Francis

This article uses discourse theory to examine the rhetoric of human resource management (HRM) in shaping organisational change. Built on the assumptions that people actively…

Work restructuring and technical change: A case study of the Royal Navy Warfare Branch

David Preece, Marcus Blosch, John Strain

The paper examines a recent example of work and employment restructuring in the Royal Navy. This involved the creation of a new employment branch (the Warfare Branch) out of two…

From change novice to change expert: Issues of learning, development and support

Mike Doyle

An increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering…

Too little, too much: Downsides of multifunctionality in team‐based work

Annick L. van den Beukel, Eric Molleman

Not only is multifunctionality regarded as an indispensable design feature of team‐based work, being multifunctional is allegedly beneficial for employees, and it is presumed to…

Self‐esteem and the self‐censorship of creative ideas

Scott David Williams

Creative processes halt when those who generate creative ideas self‐censor them. Self‐censorship may become a greater concern in performance management as organizations of the…

The Oldest Refractory Rat: Eddie’s Book

Yiannis Gabriel

The Realities of Human Resource Management: Managing the Employment Relationship

Chris Rowley

A Manager’s Guide to Hiring the Best Person for Every Job

Kevin Morrell