자연주의적 탐구조사(Naturalistic Inquiry)

Basics of qualitative research: Grounded theory procedures and techniques

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Public Management Reform. A Comparative Analysis

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The Precariat. The New Dangerous Class

Alternative hypotheses for the personnel function are presented, based on findings from four case study organisations which have devolved personnel responsibilities from a designated personnel department to line managers The views of line managers and employees are sought to assess the effects of these changes The study finds that devolved responsibilities of personnel are formally geared to securing commitment from employees by promoting an integrative culture of employee management through line managers In practice, though, we find little evidence that personnel has succeeded in catalysing such changes The case study findings do not point to any clear evidence of a general increase in influence for personnel practitioners following devolution Tensions exist between line managers and personnel and the function appears to be vulnerable to further contraction The study concludes that prospects for personnel following devolution are at best uncertain

Devolving human resource responsibilities to the line: Beginning of the end or a new beginning for personnel?

Given the widespread introduction of empowerment within the UK, this article examines meanings of the concept and the implementation of specific initiatives. From a study of thirteen organisations it is suggested empowerment has limitations and tensions including little power dissemination, close control over employees, poor prospects of extra remuneration and job insecurity.

Empowerment: the power to do what?

Line managers and supervisors have a prime role in ensuring the success of performance outcomes under HRM. They are required to take on new people management roles, whether it be through a style which is “hard” and control centred or more “soft” and facilitative. Presents findings from an in‐depth study of 45 establishments. Highlights concerns over whether line managers and supervisors are sufficiently competent to take on demanding roles required under change programmes, and the difficulties in attempting to transfer an HR vision, which is senior management‐led, down to the line.

Transforming the HRM vision into reality

Presents results from an exploratory study of 143 voluntary organisations Aims to evaluate management employee relations policies in the voluntary sector in the era of contracting Reveals evidence of employee relations policies being influenced by the funding priorities of the state Provides evidence to suggest that these policies may be leading to discontent among the workforce Concludes with a discussion regarding the implications such policies may have on employee commitment in the sector, and suggests several possible avenues for continued research

Sweet charity!Managing employee commitment in the UK voluntary sector

In the light of the long-standing concern in management regarding the gap that can arise between organizational policy prescriptions and line-management practice, the purpose of this article is to provide insights into the nature and causes of that gap. The particular focus of analysis is the line manager's role in facilitating the employment security of employees who have contracted serious illness, injuries or disabilities. More specifically, the article presents findings from four case-study organizations in the UK, and identifies a number of factors that militate against the ability of line managers to comply with organizational policies on the provision of workplace adjustments and employment security for ill or disabled workers. These factors include: contradictory policy requirements, weaknesses in training, lack of support from relevant internal and external specialists and various work and budgetary pressures. The authors suggest four areas of action that may begin to reduce the potential for conflicts between management and employees, and minimize the legal vulnerability of organizations in an area of increasing domestic and international regulation.

https://papers.ssrn.com/sol3/Delivery.cfm/bjom_419.pdf?abstractid=584022&mirid=1

Ian Cunningham

Papers

Devolving human resource responsibilities to the line: Beginning of the end or a new beginning for personnel?

Empowerment: the power to do what?

Transforming the HRM vision into reality

Sweet charity!Managing employee commitment in the UK voluntary sector

Bridging the Gap between Rhetoric and Reality: Line Managers and the Protection of Job Security for Ill Workers in the Modern Workplace