The name has changed but has the game remained the same
Identifieur interne : 000962 ( Main/Exploration ); précédent : 000961; suivant : 000963The name has changed but has the game remained the same
Auteurs : Michael ArmstrongSource :
- Employee Relations [ 0142-5455 ] ; 2000-12-01.
English descriptors
- Teeft :
- Academic institutions, Agricultural division, Anbar library, Best practice, Book club, Book club associates, Book clubs, Bristol aircraft, Business partners, Business performance, Business strategies, Business strategy, Chameleon function, Chartered institute, Chief executive, Competitive advantage, Compulsory redundancies, Current status, Different names, Emotional intelligence, Employee involvement, Employee relations, Employment practices, European countries, Good thing, Harvard business review, Human resource management, Human resource management journal, Human resource management programmes, Human resources, Industrial relations, International journal, John raimes, Knowledge management, Kogan page, Last decade, Management consultants, Management development, Management studies, Market leadership, Marketing conferences, Organisation, Organisational, Organizational performance, People management, Performance appraisal, Performance management, Personnel director, Personnel directors, Personnel function, Personnel management, Personnel manager, Personnel practices, Personnel practitioners, Personnel specialists, Possible exception, Practice implications, Practice indicators, Practitioner, Psychometric tests, Ranks hovis mcdougall, Rate fixers, Readability, Research implications, Resource, Resource capability, Resource management, Skilled fitters, Sterile debate, Storey, Theoretical indicators, Total number.
Abstract
The article argues that many of the practices associated with the concept of human resource management were flourishing under different names before the notion of HRM emerged in the mid1980s. There have been many developments in these practices but they have been evolutionary. They have not happened because of any revolutionary new approaches derived from HRM theory. The fact that the pace of change in personnel management is faster now than before the 1980s is not attributable to the advent of HRM as a philosophy. It has been forced on organisations by the rapidly changing business, political, economic and social environment. It has also taken place as a result of the increased professionalism of personnel practitioners encouraged by the Chartered Institute of Personnel and Development and by the burgeoning academic institutions which have disseminated ideas about human resource management more comprehensively through a wider range of high quality publications.
Url:
DOI: 10.1108/01425450010379207
Affiliations:
Links toward previous steps (curation, corpus...)
- to stream Istex, to step Corpus: 000890
- to stream Istex, to step Curation: 000890
- to stream Istex, to step Checkpoint: 000839
- to stream Main, to step Merge: 000965
- to stream Main, to step Curation: 000962
Le document en format XML
<record><TEI wicri:istexFullTextTei="biblStruct"><teiHeader><fileDesc><titleStmt><title xml:lang="en">The name has changed but has the game remained the same</title><author wicri:is="90%"><name sortKey="Armstrong, Michael" sort="Armstrong, Michael" uniqKey="Armstrong M" first="Michael" last="Armstrong">Michael Armstrong</name></author></titleStmt><publicationStmt><idno type="wicri:source">ISTEX</idno><idno type="RBID">ISTEX:BC44F34A8DC9C3794E7656349FF13B427FDDFF15</idno><date when="2000" year="2000">2000</date><idno type="doi">10.1108/01425450010379207</idno><idno type="url">https://api.istex.fr/ark:/67375/4W2-JHL2TN0D-4/fulltext.pdf</idno><idno type="wicri:Area/Istex/Corpus">000890</idno><idno type="wicri:explorRef" wicri:stream="Istex" wicri:step="Corpus" wicri:corpus="ISTEX">000890</idno><idno type="wicri:Area/Istex/Curation">000890</idno><idno type="wicri:Area/Istex/Checkpoint">000839</idno><idno type="wicri:explorRef" wicri:stream="Istex" wicri:step="Checkpoint">000839</idno><idno type="wicri:doubleKey">0142-5455:2000:Armstrong M:the:name:has</idno><idno type="wicri:Area/Main/Merge">000965</idno><idno type="wicri:Area/Main/Curation">000962</idno><idno type="wicri:Area/Main/Exploration">000962</idno></publicationStmt><sourceDesc><biblStruct><analytic><title level="a" type="main" xml:lang="en">The name has changed but has the game remained the same</title><author wicri:is="90%"><name sortKey="Armstrong, Michael" sort="Armstrong, Michael" uniqKey="Armstrong M" first="Michael" last="Armstrong">Michael Armstrong</name></author></analytic><monogr></monogr><series><title level="j">Employee Relations</title><idno type="ISSN">0142-5455</idno><imprint><publisher>MCB UP Ltd</publisher><date type="published" when="2000-12-01">2000-12-01</date><biblScope unit="volume">22</biblScope><biblScope unit="issue">6</biblScope><biblScope unit="page" from="576">576</biblScope><biblScope unit="page" to="593">593</biblScope></imprint><idno type="ISSN">0142-5455</idno></series></biblStruct></sourceDesc><seriesStmt><idno type="ISSN">0142-5455</idno></seriesStmt></fileDesc><profileDesc><textClass><keywords scheme="Teeft" xml:lang="en"><term>Academic institutions</term><term>Agricultural division</term><term>Anbar library</term><term>Best practice</term><term>Book club</term><term>Book club associates</term><term>Book clubs</term><term>Bristol aircraft</term><term>Business partners</term><term>Business performance</term><term>Business strategies</term><term>Business strategy</term><term>Chameleon function</term><term>Chartered institute</term><term>Chief executive</term><term>Competitive advantage</term><term>Compulsory redundancies</term><term>Current status</term><term>Different names</term><term>Emotional intelligence</term><term>Employee involvement</term><term>Employee relations</term><term>Employment practices</term><term>European countries</term><term>Good thing</term><term>Harvard business review</term><term>Human resource management</term><term>Human resource management journal</term><term>Human resource management programmes</term><term>Human resources</term><term>Industrial relations</term><term>International journal</term><term>John raimes</term><term>Knowledge management</term><term>Kogan page</term><term>Last decade</term><term>Management consultants</term><term>Management development</term><term>Management studies</term><term>Market leadership</term><term>Marketing conferences</term><term>Organisation</term><term>Organisational</term><term>Organizational performance</term><term>People management</term><term>Performance appraisal</term><term>Performance management</term><term>Personnel director</term><term>Personnel directors</term><term>Personnel function</term><term>Personnel management</term><term>Personnel manager</term><term>Personnel practices</term><term>Personnel practitioners</term><term>Personnel specialists</term><term>Possible exception</term><term>Practice implications</term><term>Practice indicators</term><term>Practitioner</term><term>Psychometric tests</term><term>Ranks hovis mcdougall</term><term>Rate fixers</term><term>Readability</term><term>Research implications</term><term>Resource</term><term>Resource capability</term><term>Resource management</term><term>Skilled fitters</term><term>Sterile debate</term><term>Storey</term><term>Theoretical indicators</term><term>Total number</term></keywords></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract" xml:lang="en">The article argues that many of the practices associated with the concept of human resource management were flourishing under different names before the notion of HRM emerged in the mid1980s. There have been many developments in these practices but they have been evolutionary. They have not happened because of any revolutionary new approaches derived from HRM theory. The fact that the pace of change in personnel management is faster now than before the 1980s is not attributable to the advent of HRM as a philosophy. It has been forced on organisations by the rapidly changing business, political, economic and social environment. It has also taken place as a result of the increased professionalism of personnel practitioners encouraged by the Chartered Institute of Personnel and Development and by the burgeoning academic institutions which have disseminated ideas about human resource management more comprehensively through a wider range of high quality publications.</div></front></TEI><affiliations><list></list><tree><noCountry><name sortKey="Armstrong, Michael" sort="Armstrong, Michael" uniqKey="Armstrong M" first="Michael" last="Armstrong">Michael Armstrong</name></noCountry></tree></affiliations></record>Pour manipuler ce document sous Unix (Dilib)
EXPLOR_STEP=$WICRI_ROOT/Wicri/Musique/explor/BourgeoisGentilV1/Data/Main/Exploration
HfdSelect -h $EXPLOR_STEP/biblio.hfd -nk 000962 | SxmlIndent | more
Ou
HfdSelect -h $EXPLOR_AREA/Data/Main/Exploration/biblio.hfd -nk 000962 | SxmlIndent | more
Pour mettre un lien sur cette page dans le réseau Wicri
{{Explor lien
|wiki= Wicri/Musique
|area= BourgeoisGentilV1
|flux= Main
|étape= Exploration
|type= RBID
|clé= ISTEX:BC44F34A8DC9C3794E7656349FF13B427FDDFF15
|texte= The name has changed but has the game remained the same
}}
| This area was generated with Dilib version V0.6.33. |  |