Reports that the evaluation of organizational units is of great importance for the organization. However, we face severe difficulties when conducting such processes, especially with regard to the human resource management (HRM) department. Discusses conventional approaches to such evaluation,...

Describes an ongoing research project investigating how human resource strategies are conceived, designed and implemented in organizations as perceived by the managers involved. Data has been gathered using questionnaires completed by 723 managers studying the Open University MBA, over a...

Comprises the first stage of a two‐part study on emerging paradigms of human resource management in the Czech Republic. Conceptualises the process by means of appropriate HRM models and stakeholder analysis in order to link the external environment to the organisation. Predicts that influence...

Reviews the changes in personnel/HRM practices within a post‐command economy. Explores personnel/HRM practices within 25 Polish companies and reports on the diversity of personnel/HRM practices in evidence. The data suggest significant under‐development in terms of practices and little...

Questions whether human resources are being viewed in Slovakia in a manner which transcends profit maximisation. Compares three cases of corporate HR action in post‐communism: two take place within multinationals which have set up shop in the former Czechoslovakia and one is a domestic success...

Two understandings of “conflict” are derived from a multi‐cultural East‐West experience: as a fundamental threat in which conflict is normally avoided, and as competitive games in which conflict is associated with confrontation and negotiation, and is sought after. Suggests that it is...

Explores the impact of marketisation and enterprise restructuring processes on a Polish case study organisation. “Polskie” illustrates that certain western HRM practices are informing the process of restructuring organisations. These new approaches signal managers’ intentions to change...

Discusses how downsizing has been associated with the move towards lean working in organisations and with having negative consequences for employees. Considers the extent to which downsizing is lean and mean drawing on an extensive review of the available literature. Concludes that downsizing is...

Explores redundancy as a significant and pervasive outcome of organisational change. Argues that the need to manage the redundancy transition has provoked the development of new HRM policies and practices. Highlights that interventions such as outplacement are often used by companies with little...

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line managers through the literature related to the adoption of HRM. Uses theories by Guest and by Storey as a framework to...