HUMAN RESOURCE MANAGEMENT AND THE AMERICAN DREAM*

Journal of Management Studies

Volumn 27, Issue 4, 1990, Pages 377-397

  Guest, David E ^a  

^a LONDON SCHOOL OF ECONOMICS   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84980299589     PISSN: 00222380     EISSN: 14676486     Source Type: Journal    
DOI: 10.1111/j.1467-6486.1990.tb00253.x     Document Type: Article

References (70)

1. Corporate business and human resource planning practices: strategic issues and concerns
2. Root metaphor in the old and new industrial relations
3. Contemporary employment stabilization practices
4. Consequences of quality circles in an industrial setting: a longitudinal assessment
5. Human resource management and industrial relations
6. Leadership and management
7. Human resource management: its implications for industrial relations and trade unions
8. A strategic contingencies theory of intraorganizational power
9. Comment by George H. Hildebrand
10. Why the human resource management function fails
11. The transformation of the industrial relations and personnel function
12. Reply by the authors
13. Employment security at Dec: sustaining values and environmental change
14. The new plant revolution
15. The quality circle and its variations
16. Ideological implications of changes in human resource management
17. A theory of human motivation
18. Downsizing practices in manufacturing firms
19. Personnel directors are the new corporate heroes
20. Opening up the definition of strategy
21. Climbers, riders, treaders
22. Personnel/human resource management in the United States: some evidence of change
23. Planning for morale and culture
24. Strategic human resource management and industrial relations
25. Models of cooperation and change in union settings
26. Organizational psychology and the pursuit of the happy/productive worker
27. Toward a strategy of eliciting employee commitment based on policies of mutuality