| Abstract: | Large non-union firms such as IBM, Hewlett-Packard and Marks & Spencer are frequently cited as ‘role models’ for ‘soft HRM’. The key elements of sophisticated human relations practised by these firms are well-known, but there is little evidence of employees’ perceptions or experience of this particular management style. Data from a high street retail store which follows the Marksist version of sophisticated human relations reveals a significant gap between aspirations (rhetoric) and outcomes (reality). |
