StoreyJ., and SissonK., ‘Limits to Transformation: Human Resource Management in the British Context’,Industrial Relations Journal, Vol. 21, No. 1, Spring 1990, p. 62.
2.
RobinsonH., ‘Campuses Launch a Paper War’,Australian, Higher Education Section, April 29, 1992, p. 16.
3.
GuestD., ‘Human Resource Management: its Implications for Industrial Relations and Trade Unions’. In New Perspectives on Human Resource Management, pp. 41–55. Edited by StoreyJ.. London: Routledge, 1989, p.41.
4.
See Note 1 above.
5.
NightingaleM., Making Affirmative Action Work, Melbourne: Victorian Trades Hall Council,1992.
6.
Several writers have used this argument to explain the lag between HRM ideas and practice. See, for instance, Nkomo, Stella M., ‘Strategic Planning for Human Resources - Let's Get Started’, Long Range Planning, Vol. 21, No.1, 1988, pp. 66–72; also, ZabriskieN., and HuellmantelA., ‘Implementing Strategies for Human Resources’,Long Range Planning, Vol. 22, No. 2, 1989, pp. 70–77.
7.
SkinnerW., ‘Big Hat, No Cattle: Managing Human Resources’.Harvard Business Review, September - October 1981, pp. 106–14.
8.
AtkinsonJ., ‘Flexibility or Fragmentation? The United Kingdom Labour Market in the Eighties’,Labour and Society, Vol. 12, No. 1, 1987, pp. 87–105.
9.
BarbashJ., ‘The New Industrial Relations in the US: Phase II’,Industrial Relations, Vol. 43, No. 1, 1988, pp. 32–41. See also Richardson, R. and S. Wood, ‘Productivity Change in the Coal Industry and the New Industrial Relations’, British Journal of Industrial Relations, Vol. 27, No. 1, 1989, pp. 33–55.
10.
KellyJ., and KellyC., ‘“Them and Us”: Social Psychology and “the New Industrial Relations”’,British Journal of Industrial Relations, Vol. 29, No. 1, 1991, pp. 25–48.
11.
MeuldersD., and WilkinsonL., ‘Labour Market Flexibility: Critical Introduction to the Analysis of a Concept’,Labour and Society, Vol. 12, No. 1, 1987, pp. 3–17.
12.
Australian Bureau of Statistics, Labour Statistics Australia, 1990, Canberra: Australian Government Publishing Service. ABS Cat. No. 6101.0. Table 3.2, p.39.
13.
See, for instance, GahanP., ‘Forward to the Past? The Case of ’New Production Concepts’,Journal of Industrial Relations, Vol. 33, No. 2, 1991, pp. 155–177; Florida, R. and Kenney, M., ‘Organizations vs. Culture: Japanese Automotive Transplants in the U.S.’, Industrial Relations Journal, Vol. 22, No.2, 1991, pp. 181–196; Hammarström, O. and Lansbury, R., ‘The Art of Building a Car: the Swedish Experience Re-examined’, New Technology, Work and Employment, Vol. 6, No.2, 1991, pp. 85-90.
14.
WilsonT., ‘The Proletarianisation of Academic Labour’,Industrial Relations Journal, Vol. 22, No. 4, 1991, pp. 250–262.
15.
WialH., ‘Getting a Good Job: Mobility in a Segmented Labor Market’,Industrial Relations, Vol. 30, No. 3, 1991, pp. 396–416.
16.
ChristophersonS., ‘Labor Flexibility: Implications for Women Workers’, in Women at Work. Edited by SchwartzRosalind M., pp. 3–23. Los Angeles, Cal.: Institute of Industrial Relations, University of California, 1988.
17.
GuestD.E., ‘Human Resource Management and the American Dream’,Journal of Management Studies, Vol. 27, No. 4, 1990, p.389.
18.
BuchanJ.D., CampbellR. Callus, and RimmerM., Facing Retrenchments: Strategies and Alternatives for Enterprises, Canberra: Australian Government Printing Service,1992.
19.
‘The Death of Corporate Loyalty’,Economist, 3–9 April, 1993, pp. 81–82 (no author given).
20.
Purcell,Land, AhlstrandB., ‘Corporate Strategy and the Management of Employee Relations in the Multi-divisional Company’,British Journal of Industrial Relations, Vol. 27, No. 3, 1989, pp. 396–497.
21.
PerkinsD., (ed.) English Romantic Writers, New York: Harcourt Brace Jovanovich, 1967, p. 9.
22.
RousseauJ. J., ‘The Social Contract’, in Social Contract: Essays by Locke, Hume and Rousseau, pp. 167–307. Translated by G. Hopkins. Introduction by Sir Ernest Barker. London: Oxford University Press, 1971; Maslow, A., Motivation and Personality, New York: Harper, 1954.
23.
MitchellT.E., DowlingP.J., KabanoB.N., and LarsonJ.Jnr., People in Organizations, Sydney: McGraw-Hill,1988, pp. 4, 5.
24.
RoethlisbergerF.J., and DicksonW.J., Management and the Worker, Cambridge, Massachusetts: Harvard University Press, 1939. Mayo, E., The Social Problems of Industrial Civilization, Boston: Harvard University Press, 1945.
25.
StoneR. J., Human Resource Management, Brisbane: Wiley & Sons,1990, p. 230.
26.
MainB. G., ‘The New Economics of Personnel’,Journal of General Management, Vol. 16, No. 2, 1990, pp. 91–103.
27.
BlauP. M., and MeyerM. W., Bureaucracy in Modern Society, 3rd ed., New York: Random House,1987.
28.
MeindlJ., and EhrlichS., ‘The Romance of Leadership and the Evaluation of Organizational Performance’,Academy of Management Journal, Vol. 30, No. 1, 1987, pp. 91–109. See also Vaughan, E., ‘The Leadership Obsession: An Addendum to Mangham's “In Search of Competence’”, Journal of General Management, Vol. 14, No. 3, 1989, pp. 26–34.
29.
PetersT. J., and AustinN., A Passion for Excellence: The Leadership Difference, New York: Random House,1985.
30.
ConradD.Y., Review of ‘A Passion for Excellence: The Leadership Difference’,Administrative Science Quarterly, Vol. 30, No. 3, 1985, pp. 426–29.
31.
JaquesE., ‘In Praise of Hierarchy’,Harvard Business Review, January-February 1990, p. 133.
32.
See Note 17 above, p. 230.
33.
DunnS., ‘Root Metaphor in the Old and New Industrial Relations’,British Journal of Industrial Relations, Vol. 28, No. 1, 1990, pp. 1–31.
34.
ReichR. B., The Next American Frontier, New York: Times Books,1983.
35.
WilliamsJ., Twentieth Century British Poetry, London: Arnold, 1987. T. S. Eliot, the poet and literary critic who was the major voice of the Modernist movement, summed up the Modernist view of poetry by claiming that it ‘is not a turning loose of emotion, but an escape from emotion; it is not the expression of personality, but an escape from personality’. Kermode, F., (ed.) Selected Prose of T. S. Eliot, London: Faber & Faber, 1975, p.43.
36.
LeggeK., ‘Human resource management: a critical analysis’, in New Perspectives on Human Resource Management, pp. 19–40. Edited by StoreyJ., London: Routledge & Kegan Paul, 1989.
37.
See Note 25 above, p. 4.
38.
McCarthyT.E., and StoneR. J., Personnel Management in Australia, Brisbane: Wiley & Sons,1986, p. 4.
39.
Purcell, ‘The Impact of Corporate Strategy on Human Resource Management’,op. cit.
40.
BrysonL., ‘Education for Public Sector Management’,Australian Journal of Public Administration, Vol. 50, No. 2, 1991, pp. 191–98.
41.
Legge, ‘Human Resource Management: a Critical Analysis’,op. cit.
42.
EdwardsP.K., ‘Industrial Conflict: Themes and Issues’,British Journal of Industrial Relations, Vol. 30, No. 3, 1992, pp. 361–404(p. 391).
43.
BrunssonN., The Organization of Hypocrisy: Talk, Decisions and Actions in Organizations, New York: Wiley & Sons,1989.
44.
TysonS., ‘Personnel Management in its Organizational Context’, in Industrial Relations and Management Strategy. Edited by HurleyKeith, and WoodStephen, pp. 146–156, Cambridge: Cambridge University Press, 1983.
45.
VaughanE., and LaskyB., ‘How Will Women Manage? A Speculation on the Effects of Equal Opportunities in Management Training’,Journal of General Management, Vol. 16, No. 4, 1991, pp. 53–65.