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A change of name or a change of identity?
16 references·0 citing·37 second hop
A change of name or a change of identity? (2002)A change of name or a change of identity?Human resource strategy (2012)Human resource strategyThe Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties (2003)The Changing Roles of Personn…Chaos of Disciplines (2002)Chaos of DisciplinesAll Change at Work? (2002)All Change at Work?Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions (2001)Comparing Line and HR Executi…Champions, adapters, consultants and synergists: the new change agents in HRM (2001)Champions, adapters, consulta…HRM as Hologram: A Polemic (1999)HRM as Hologram: A PolemicDelivering Results: A New Mandate for Human Resource Professionals (1998)Delivering Results: A New Man…A chameleon function? HRM in the ‘90s (1997)A chameleon function? HRM in …Human Resource Management: A Critical Analysis (1996)Human Resource Management: A …Human resource champions (1996)Human resource championsA strategy of change (1993)A strategy of changeWhy change programs don't produce change. (1991)Why change programs don't pro…Personnel Management: The End of Orthodoxy? (1991)Personnel Management: The End…Developments in the Management of Human Resources (1988)Developments in the Managemen…HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)HUMAN RESOURCE MANAGEMENT AND…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)WORK CONTEXT AND THE DEFINITION OF SELF: HOW ORGANIZATIONAL CARE INFLUENCES ORGANIZATION-BASED SELF-ESTEEM. (2002)Validating the human resource system structure: A levels-based strategic HRM approach (2007)The Practice of Management (2012)Employee perceptions of HR practices: A critical review and future directions (2019)A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings (1985)The System of Professions (1988)The HR department's role in organisational performance (2005)The changing face of HRM: in search of balance (2006)Reinventing human resource management: Business partners, internal consultants and the limits to professionalization (2008)A theory of human motivation. (1943)Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)The Fair Wage-Effort Hypothesis and Unemployment (1990)A competence‐based and multidimensional operationalization and measurement of employability (2006)Human resource management and performance: still searching for some answers (2011)Challenging “Resistance to Change” (1999)MAKING USE OF DIFFERENCE: DIVERSITY, DEBATE, AND DECISION COMPREHENSIVENESS IN TOP MANAGEMENT TEAMS. (1999)Resistance to Change: The Rest of the Story (2008)Labour Market Flexibility, Human Resource Management and Corporate Performance (2001)Line manager involvement in HRM: an inside view (2003)Work‐life balance as source of job dissatisfaction and withdrawal attitudes (2007)Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach (2006)HRM and Performance: A Plea for Reflexivity in HRM Studies (2008)Reflecting on Reflexivity: Reflexive Textual Practices in Organization and Management Theory (2008)A Semiotics of the Public/Private Distinction (2002)Revisits: An Outline of a Theory of Reflexive Ethnography (2003)Cultural Holes: Beyond Relationality in Social Networks and Culture (2010)High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey (1998)'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)Targeting innovation and implications for capability development (2004)HRM and performance: what next? (2005)Prioritization of human capital measurement indicators using fuzzy AHP (2006)Linking individual performance to business strategy: The people process model (1999)The interface between health sector reform and human resources in health (2003)The Routledge Companion to Strategic Human Resource Management (2008)
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References

  • 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1,352 cited
  • 1991Why change programs don't produce change.1,061 cited
  • 1988Developments in the Management of Human Resources684 cited
  • 1996Human resource champions642 cited
  • 2002Chaos of Disciplines607 cited
  • 2003The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties344 cited
  • 2002All Change at Work?320 cited
  • 2001Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions276 cited
  • 2012Human resource strategy191 cited
  • 1999HRM as Hologram: A Polemic181 cited
  • 1991Personnel Management: The End of Orthodoxy?174 cited
  • 1993A strategy of change172 cited
  • 2001Champions, adapters, consultants and synergists: the new change agents in HRM136 cited
  • 1997A chameleon function? HRM in the ‘90s115 cited
  • 1996Human Resource Management: A Critical Analysis108 cited
  • 1998Delivering Results: A New Mandate for Human Resource Professionals77 cited

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