To read the full version of this content please select one of the options below:

Change, HRM and the voluntary sector

Gillian Kellock Hay (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)
Rona S. Beattie (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)
Ron Livingstone (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)
Pauline Munro (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)

Employee Relations

ISSN: 0142-5455

Article publication date: 1 June 2001

Abstract

Examines the context of the voluntary sector and its impact on organisational processes. Provides a selective overview of traditional literature on change management and assesses its relevance for the voluntary sector. Investigates alternative models that could facilitate understanding of change processes in the voluntary sector. Discusses the results from an empirical study into the change management experiences of a voluntary sector umbrella body. Concludes with key HRM lessons for the wider voluntary sector at this time of significant change, as well as highlighting the impact of contextual factors on the application of generic models of change.

Keywords

Citation

Kellock Hay, G., Beattie, R.S., Livingstone, R. and Munro, P. (2001), "Change, HRM and the voluntary sector", Employee Relations, Vol. 23 No. 3, pp. 240-256. https://doi.org/10.1108/01425450110392698

Publisher

:

MCB UP Ltd

Copyright © 2001, MCB UP Limited