In this book Linda Holbeche offers an historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She considers the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture.
Influencing Organizational Effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active role in giving voice to employees and advancing organizational effectiveness.
Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master's-level students. It illustrates what ‘better’ might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs of modern organizations.
List of Figures
List of Tables
Preface
Acknowledgements
Section I : Context
Chapter 1 : Introduction
Chapter 2 : Key Concepts and Theories
Chapter 3 : A Neo-Liberal Landscape
Chapter 4 : The New Work Culture
Section II : Managerlism and HRM
Chapter 5 : The HRM ‘Project’
Chapter 6 : The Shaping of Subjectivities
Chapter 7 : The Conflicted Practitioner?
Section III : The Impact of the Work Culture on Employees
Chapter 8 : The Emerging Psychological Contract
Chapter 9 : The Search for Meaning
Section IV : Phoenix out of the Ashes?
Chapter 10 : The 'Crisis' of Capitalism
Chapter 11 : New Organizational Effectiveness
Section V : HR Influencing Organizational Effectiveness
Chapter 12 : HRM, Stewardship and Organizational Effectiveness
Chapter 13 : A High-Performance Workplace
Chapter 14 : Building a Healthy, Ethical and Changeable Organization
Chapter 15 : Conclusion
References
Index
