No abstract

Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical positions that include “traditional”, “cyclical” and “secular” approaches and that emphasizing “diversity”. Then deploys survey data based on the responses of more than 900 managers in the Institute of Management and located throughout the UK to assess these approaches. Investigates four main areas: employee involvement, training and development, rewards and work practices. Reveals that with the partial exception of rewards, line management is found to be dominant in most areas. However, this pattern is likely to have been historically the case rather than representing a “new wave” or movement associated with the rise of HRM itself.

During DSDP Leg 94 sediment was recovered from 22 holes at six sites situated between 37° and 53°N in the North Atlantic. Paleomagnetic, calcareous nannofossil, foraminiferal, diatom, radiolarian, and dinocyst stratigraphic studies were completed. The excellent magnetostratigraphic results, the near-complete recovery, and the abundant fossil content of the sediment allowed refinement of these stratigraphies, especially for the upper Pliocene-Holocene. Because the Leg 94 sites span middle and high North Atlantic latitudes, it is possible to use them to evaluate the synchrony of late Pliocene to Holocene datums.

This paper has two central aims. The first is descriptive and entails an examination of the extent to which firms in Britain have adopted performance-related ('new pay') policies. The second is explanatory and involves the deployment of 'structural' and 'action' approaches to account for observed variations in policies and practices on remuneration in British companies. Original data based on a survey of fellows and members of the Institute ofManagement inform the analysis. At an explanatory level, ideas are also presented to account for the gap between policies on remuneration and their implementation in actual practice.

Competitive strategy based on human resources can be less easy to copy.