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Renewing the model employer
10 references·6 citing·39 second hop
Renewing the model employer (2000)Renewing the model employerNew forms of employment relations in the public services: the limits of strategic choice (2000)New forms of employment relat…The Third Way: The Renewal of Social Democracy (1999)The Third Way: The Renewal of…The industrial relations of training: a reconsideration of training arrangements (1996)The industrial relations of t…The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government. (1995)The Mutual Gains Enterprise: …Quasi-Markets and Social Policy (1993)Quasi-Markets and Social Poli…THE CULT[URE] OF THE CUSTOMER (1992)THE CULT[URE] OF THE CUSTOMERIndustrial Relations in the NHS (1992)Industrial Relations in the N…Quasi-Markets and Social Policy (1991)Quasi-Markets and Social Poli…INDUSTRIAL RELATIONS RESEARCH IN BRITAIN (1983)INDUSTRIAL RELATIONS RESEARCH…The Changing System of Industrial Relations in Great Britain. (1981)The Changing System of Indust…The contingent relationship between public management reform and public service work (2011)The contingent relationship b…‘Soft regulation’ and the modernisation of employment relations under the British Labour Government (1997–2010): partnership, workplace facilitation and trade union change (2011)‘Soft regulation’ and the mod…The New Benchmarking and Advisory State: The Role of the British Advisory, Conciliation and Arbitration Service in Facilitating Labour—Management Consultation in Public Sector Transformation (2008)The New Benchmarking and Advi…Lifelong learning, partnership and modernization in the NHS (2007)Lifelong learning, partnershi…Employees as a component of governance models: divergence between rhetoric, systems and practice (2007)Employees as a component of g…“Working together – involving staff” (2002)“Working together – involving…Markets and Hierarchies (1975)The Second Industrial Divide: Possibilities for Prosperity (1987)Reassessing Human Resource Management (1993)Workplace industrial relations and training (2000)The impact of organisational change on the nature and extent of training in Australian enterprises (2004)British trade unions and the academics: The case of Unionlearn (2013)Educational Organizations as Loosely Coupled Systems (1976)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)The sublime object of ideology (1990)Past Postmodernism? Reflections and Tentative Directions (1999)ORGANIZATIONAL CHANGE AS DISCOURSE: COMMUNICATIVE ACTIONS AND DEEP STRUCTURES IN THE CONTEXT OF INFORMATION TECHNOLOGY IMPLEMENTATION. (2001)The Consequences of Dysfunctional Customer Behavior (2003)Industrial Relations (1975)Power, innovation, and problem-solving in personnel management (1978)Collective Bargaining and Industrial Relations (1982)MANAGEMENT AS A SOCIAL PRACTICE (1984)Australian Workplace Industrial Relations: Towards a Conceptual Framework (1989)Richard Hyman: Marxism, Trade Unionism and Comparative Employment Relations (2011)Taxation and unemployment: an applied general equilibrium approach (2004)When Too Much Is Not Enough: Actual and Preferred Work Hours in the United States and Abroad (2004)Industrial Relations in Schools (2005)Globalization and the transformation of the national political space: Six European countries compared (2006)The end of the end of ideology. (2006)West European Politics in the Age of Globalization (2008)Between the Labor Process and the State: The Changing Face of Factory Regimes Under Advanced Capitalism (1983)Changing management control strategies: The role of competition between accountancy and other organisational professions (1985)Dismantling flexibility (1988)THE PERFORMANCE EFFECTS OF PAY DISPERSION ON INDIVIDUALS AND ORGANIZATIONS. (1999)Relationships, Layoffs, and Organizational Resilience (2006)An Aspirational Framework for Strategic Human Resource Management (2014)Distributing HRM responsibilities: a classification of organisations (2006)CONTINUITY AND CHANGE: THE ROLE OF THE HR FUNCTION IN THE MODERN PUBLIC SECTOR (2008)The human resource department's role and conditions that affect its development: Explanations from Austrian CEOs (2010)Governing the Hollow State (2000)Competition and Incentives with Motivated Agents (2005)Management as ideology: the case of ‘new managerialism’ in higher education (2005)Knights, Knaves or Pawns? Human Behaviour and Social Policy (1997)Policy Sociology and Critical Social Research: a personal review of recent education policy and policy research (1997)Innovating Democracy (2008)
this work references cited by second hop

References

  • 1999The Third Way: The Renewal of Social Democracy2,942 cited
  • 1993Quasi-Markets and Social Policy1,126 cited
  • 1991Quasi-Markets and Social Policy938 cited
  • 1992THE CULT[URE] OF THE CUSTOMER596 cited
  • 1995The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and Government.331 cited
  • 1981The Changing System of Industrial Relations in Great Britain.267 cited
  • 1992Industrial Relations in the NHS74 cited
  • 2000New forms of employment relations in the public services: the limits of strategic choice33 cited
  • 1996The industrial relations of training: a reconsideration of training arrangements31 cited
  • 1983INDUSTRIAL RELATIONS RESEARCH IN BRITAIN27 cited

Cited by

  • 2002“Working together – involving staff”20 cited
  • 2011‘Soft regulation’ and the modernisation of employment relations under the British Labour Government (1997–2010): partnership, workplace facilitation and trade union change18 cited
  • 2007Lifelong learning, partnership and modernization in the NHS14 cited
  • 2008The New Benchmarking and Advisory State: The Role of the British Advisory, Conciliation and Arbitration Service in Facilitating Labour—Management Consultation in Public Sector Transformation11 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 2011The contingent relationship between public management reform and public service work6 cited
  • 2007Employees as a component of governance models: divergence between rhetoric, systems and practice4 cited