Showing papers by "Catherine Cassell published in 2002"
TL;DR: In this paper, the authors conducted a telephone survey with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives.
Abstract: This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in‐depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.
329 citations
TL;DR: The authors explored how resistance to diversity initiatives is expressed by both dominant and subordinated groups in a UK police force and argued that resistance is better thought of as a discursive resource that can be drawn upon to justify or account for one's own organizational experiences.
Abstract: The literature on diversity management has tended to obfuscate some of the theoretical and methodological shortcomings associated with research in this area. Specifically, the literature tends to make a number of rather naive assumptions about the experiences and aspirations of disadvantaged groups. This paper seeks to problematize the universalist and partisan tendencies that typify much of the diversity literature by focusing on the issue of ‘resistance’. Using a form of discourse analysis informed by Foucauldian principles, the paper explores how ‘resistance’ to diversity initiatives is expressed by both ‘dominant’ and ‘subordinated’ groups in a UK police force. It is argued that ‘resistance’ is better thought of as a discursive resource that can be drawn upon to justify or account for one’s own organizational experiences and, in turn, the need to both justify and account for one’s experiences is located in broader discursive fields that reproduce dominant ideologies of liberal democracies. The theoretical implications of this position are discussed and a case is presented for more critical and theoretical approaches in the diversity management literature.
111 citations