In this book Linda Holbeche offers an historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She considers the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture.
Influencing Organizational Effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active role in giving voice to employees and advancing organizational effectiveness.
Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master's-level students. It illustrates what 'better' might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs of modern organizations.
Section One: Context
1. Introduction
2. Key Concepts and Theories
3. A Neo-Liberal Landscape
4. The New Work Culture
Section Two: managerialism and HRM
5. The HRM 'Project'
6. The Shaping of Subjectivities
7. The Conflicted Practitioner?
Section Three: The impact of the work culture on employees
8. The Emerging Psychological Contract
9. The Search for Meaning
Section Four: Phoenix out of the ashes?
10. The Crisis of Capitalism
11. New Organisational Effectiveness (OE)
Section Five: HR influencing organisational effectiveness
12. HR and OE
13. Performance Management
14. OD and Change
15. Conclusion
16. References
