Personnel Review: Volume 9 Issue 1

Contingency Theory in Practice, II

Chris Hendry

In part I of this paper a case study was considered in which I described my use of contingency analysis to solve a problem of organisation design. It was argued that the account…

Designing ‘Reality’ into Management Learning Events III: Low Reality Strategies

Roger Stuart, Don Binsted

This paper is the final part of a trilogy focusing upon the reality dimensions in management learning event designs. In the first paper a number of models were developed which…

Stress and Work: A Review and Theoretical Framework, I

Ben (C.) Fletcher, Roy L. Payne

There is a large literature devoted to the stresses and strains of work and work‐related activities. This research effort shows no sign of abating. The aim of this paper is to…

Effective Listening, Interviewer State of Consciousness, and a Mental Exercise

Rowan Bayne

Is there a best state of consciousness for selection interviewing? And are mental exercises — analogous to an athlete's ‘warming up’ just before an event — a practical way of…

Perceptions and Attitudes to Change: A Pilot Study

Angela M. Bowey

Much management literature has been devoted to the topic of change in recent years. It has been suggested that we are facing a more dynamic environment than ever before; and many…

Authority, Legitimacy and ‘The Right to Manage’ at Wenslow Manufacturing Co.

David Golding

Organisation theorists have consistently neglected considerations of societal and historical context in studies of power in organisations and this has resulted in incomplete and…