This paper uses case study data to explore the potential of Human Resource Management (HRM) within small firms. It is argued that despite a considerable amount of evidence that emphasises the distinct human resource problems that small firms face because of their size, there is no reason to assume a priori that a formalised HRM approach cannot provide solutions to these — provided that it is sufficiently flexible. The article cautions against accepting the ‘informal’ approach to managing people often associated with small firms as an inevitable or unconditional ‘good’, demonstrating the complexities of small firm employment relations through case studies of four small firms that have adopted the Investors In People initiative. This initiative is shown to embody key principles of HRM thinking and to have provided viable answers to the human resource problems faced by the case companies. The article concludes with a discussion of the issues that will need to be faced if the management of human resources in small firms is to be opened up to new and innovative ideas in a manner that is genuinely constructive and beneficial.
Drawing on data generated from interviews with employers, managers and workers the article examines the reasons for the limited impact of the recently introduced National Minimum Wage (NMW) in the UK hospitality industry. Managerial control over the terms of the wage-work bargain, together with the significant influence of product and labour market pressures, has allowed the NMW to be introduced with little disruption. Contrary to expectations of a regulatory or labour market `shock', the introduction of the NMW appears to have reinforced, rather than challenged, existing employment relations arrangements in hospitality.
The issue of AIDS/HIV is currently a concern of many employing
organizations. Considers the contextual factors which surround AIDS as a
workplace issue in terms of legislation, state policy, and trade union
and employer positions. This is followed by an analysis of current UK
corporate AIDS policies. Identifies two approaches to policy
formulation: definsive and humanistic. The former regards AIDS/HIV
largely in instrumental terms whereas the latter frames the issue as one
of social justice and responsibility. Considers the implications of each
position and explores the prospects for future research and practice.
Analysis of Working Time Regulations data reveals three patterns of response that help to explain the lack of employers' post-implementation protest: coincidence with current practice; easy 'escape' options; and non-compliance. Whether this represents a failure of health and safety legislation or a pragmatic response to labour market conditions is discussed.
Abstract:There is a crisis in the vocational training provision of the Channel Island of Jersey's construction industry that has similarities with the British situation. Unavailability and inappropriateness of skills, the non-viability of current training and recruitment policies on the island, the fragmentation of the training infrastructure, the demand-driven and task-or job-specific nature of training, the Jersey-born and male focus of recruitment and the uncoordinated, traditional and short-term approach of the local construction industry towards promotion and financing of training provision were found to be working against the industry's long-term needs and restricting its ability to respond to the variability of the production process. In contrast, a structured training policy incorporating the needs of both education and industry (employee and employer) and holding a long-term vision should enable the construction industry of Jersey to reverse the downward spiral.3
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