Personnel Review: Volume 33 Issue 2

Organisational change and employee turnover

Kevin M. Morrell, John Loan‐Clarke, Adrian J. Wilkinson

Using insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a…

Family breakdown: Developing an explanatory theory of reward system change

Philip Lewis, Mark N.K. Saunders, Adrian Thornhill

Analyses the introduction and first three years of the operation of a new reward system in a financial services organisation. The purpose of the study was to develop an…

Commitment to change: Profiles of commitment and in‐role performance

Stephen Swailes

Organisational commitment is a desired outcome of human resource management (HRM) strategies given its links to positive attitudes and behaviour in the pursuit of change. The…

“International” human resource management: Academic parochialism in editorial boards of the “top” 22 journals on international human resource management

Mustafa Ozbilgin

Despite over 20 years of academic hype, international human resource management (IHRM) literature has been only partly successful in its original claim to offer a universal…

Analysis of internal and external labour mobility: A model of job‐related and non‐related factors

María Pilar de Luis Carnicer, Angel Martínez Sánchez, Manuela Pérez Pérez, María José Vela Jiménez

This paper shows the results of a survey to Spanish employees about labour mobility and its determinants. Job non‐related factors are more significant than job related factors to…

The desert generation: Lessons and implications for the new era of people management

Yehuda Baruch

Building on lessons from a Biblical story, this paper analyzes and suggests mental frameworks and an innovative perspective for managing contemporary new psychological contracts…

Computer Supported Cooperative Work

Richard L. Hannah

Organizational Change for Corporate Sustainability

Marion Lindemanns