Considers the extent to which one organization through rationalization and redundancy programmes has violated its psychological contracts with its middle manager employees by removing the prospect of a traditional career. Offers a review of the issues raised in the literature on careers and the psychological contract and a case study of the impact of change on individual middle managers. Describes the empirical work carried out in British Telecom on which the article is based. Concludes that both the nature of middle management jobs and the career opportunities available have changed considerably, resulting in breaches of the psychological contract. However, individual managers have reacted differently to the changes, depending on their ability and willingness to pursue informal networks and personal contacts.
Employee participation and involvement in the introduction of change provide specific challenges for the non‐union firm. This article provides evidence from a case study of a pharmaceutical salesforce and argues that the lack of employee ‘voice’ in the introduction of technical change had far‐reaching consequences for employee satisfaction and the performance of the company.
A key course text for advanced undergraduates and MBA students of human resource management. By using a thematic rather than a techniques-based structure, this book provides an opportunity to engage with current problems and issues by going beyond the normal emphasis on best practice and techniques and developing an awareness of the wider context.
Accompanied by a website at http://www.palgrave.com/business/newell containing lecturer support materials, this text presents the key themes underpinning an understanding of human resource management through the use of detailed research-based case studies.
Also available is a companion website with extra features to accompany the text, please take a look by clicking below – http://www.palgrave.com/business/newell/index.asp
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