Corporate Cultural Change – Is It Relevant For the Organisations of the 1990s?

Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s.     

A COMPARISON OF PERFORMANCE INDICATORS FOR TRAINING AND ENTERPRISE COUNCILS IN THE UK

ABSTRACT ** : The use of performance indicators for the evaluation and comparison of efficiency in service provision in the public and related sectors of the economy is continuously developing. While they often represent a step forward, to the extent that they focus attention on the objectives of the organization in question, it is frequently suspected that they fail to take into account non-controllable environmental factors. To do so requires multivariate techniques of analysis. This paper compares the results of three such methods with the raw performance indicators. It confirms the importance of non-controllable factors but also shows that different multivariate methods give results which do not always agree. Understanding the properties of different approaches is essential in drawing conclusions about performance.     

Book Reviews

Ruth McVey (ed.), Southeast Asian Capitalists, Ithaca: Southeast Asia Program, Cornell University, 1992, pp. 218.

Joan Hardjono (ed.), Indonesia: Resources, Ecology and Environment, Singapore: Oxford University Press, 1991, pp. xvi + 262. Cloth: A$50; £25.

Chris Dixon, South East Asia in the World-Economy: A Regional Geography, Cambridge: Cambridge University Press, 1991, pp. xv + 281. Paper: A$29.95; Cloth: npg.

Kym Anderson (ed.), New Silk Roads: East Asia and World Textile Markets, Cambridge: Cambridge University Press, for the Trade and Development Series, National Centre for Development Studies, Australian National University, 1992, pp. xxvi + 24. A559.50.

K. S. Sandhu et al. (comps), The ASEAN Reader, Singapore: Institute of Southeast Asian Studies, 1992, pp. xxvi + 582.

Kim Seung Jin and Suh Jang-Won (eds), Cooperation in Small and Medium-Scale Industries in ASEAN, Kuala Lumpur: Asian and Pacific Development Centre, 1992, pp. xiv + 389.     

The impact of demand management policies on black vs. white employment

This article uses vector autoregression analysis to examine the relative impacts on black and white employment growth of monetary and fiscal actions. It was found that the employment responses to anticipated policy actions, while significant, were generally short-lived, with the exception of the effects of anticipated money growth on white employment. The influences of unanticipated policy changes are of a longer duration. The predominant finding in which black employment growth responded differently from white employment growth was in response to a monetary shock. The black employment response was sharply negative while the white employment response was a gradual increase over nine quarters. The results indicate that this difference occurred only during the 1980s and not in the 1970s and suggests that the effects of bank failures and credit rationing during this period may have significantly hurt minority employment opportunities.