Firing Blanks? An Analysis of Discursive Struggle in HRM

ABSTRACT   We revisit Karen Legge's (2001 ) critique of HRM in which she argues that the attempt of modernist/positivist HRM research to show that HRM improves organizational performance is a 'spent round'. We note that despite spirited challenges by Legge and others, the discourse of HRM is becoming increasingly dominant. Accordingly, we use discourse analysis to examine why this might be the case. Specifically, we analyse the texts produced in the engagement between Karen Legge and David Guest to show how modernist/positivist texts like those of Guest have been successful in constructing an identity for HRM and embedding it in the broader academic discourse concerning the employment relationship, while critical researchers like Legge face a number of difficulties in producing 'counter-texts'.     

10大最具影响力人物

他们都被视为技术和商业领袖,伟大的思想照亮了整个电子工业. 很多有才气、有创造力、雄心勃勃和理想主义的人造就了我们如今看到的电子工业.美国著名的杂志在这些人中选取了10大最具影响力人物,他们在过去30年间给电子工业带来了广泛和深远的影响.     

THE MEDIUM TERM OUTLOOK

In this Forecast Release we consider the prospects for the economy after the present phase of cyclical recovery. Our central forecast, which we regard as the best medium-term planning assumption, is that the economy slows down to a sustainable growth rate of around 1% per cent. This is in line with the underlying growth of productive capacity but not sufficient to cure unemployment. We recognise that in practice the economy may be pushed away from the underlying growth trajectory by random shocks, and we look at three major risks surrounding the present forecast: a rise in the savings ratio; a slower world recovery; and a cut in investment. We contend that the most serious of these risks is to investment, since the company sector will face a major increase in its tax bill from 1985-6 onwards. A growth recession is thus distinctly possible in 1986, which could, for economic and electoral reasons, be the low point of the present cycle.     

The strategy process,middle management involvement,and organizational performance

This paper reports the results of a study investigating the strategic involvement of middlelevel managers in 20 organizations. The results suggest that involvement in the formation of strategy is associated with improved organizational performance. Consensus among middle-level managers, defined as strategic understanding and commitment, is related to involvement in the strategic process but not to organizational performance. Implications for research and the management of the strategic process are discussed.     

The London Business School econometric model of the UK

This paper describes the London Business School econometric model — the first fully computerized model of the UK — which has been used for regular public forecasting since 1966. The model, estimated on quarterly data, is organized around the income expenditure accounts with a fully integrated flow of funds sector which ensures consistency between portfolio decisions and income, savings and investment decisions. Aggregate demand is built up from its individual components so that demand influences are important for the short- and medium-term behaviour of the model. But there are important supply-side effects which work through the real exchange rate and real wages. Monetary conditions have a powerfull effect on the model through the exchange rate, personal sector wealth and interest rates. Wages and employment are determined in a labour market in which employment decisions depend on the level of demand and real wages while real wages depend on the level of unemployment, real benefits and direct and indirect taxes as well as underlying trends in productivity. Asset prices move in any period to clear both the spot and the future market in assets so that current asset prices in the equity, gilt-edged and foreign exchange markets reflect all current information about the expected state of the economy. In contrast, goods prices adjust sluggishly. The combination of continuously clearing asset markets and sluggish wages and prices gives the model many of the theoretical characteristics associated with the open-economy models of Dornbusch and Buiter and Miller.     

Where's the economics? The core discipline of farm management has gone missing!*

Economic illiteracy is abundant in farm management analysis. Failure to understand that economics is the core discipline of farm‐management analysis and failure to apply the whole‐farm approach leads to wrong questions being asked and wrong answers being given. The power of economic thinking is in making sense of resource allocation questions in farm systems characterised by much complexity and powerful dynamics. The challenge for those who continue to work in farm management economics is to re‐establish theoretically sound farm‐management analysis based on economics as the core discipline.